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Journal articles on the topic 'Organizational resources'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 April 2022

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1

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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2

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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3

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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4

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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5

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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7

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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8

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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10

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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Elang H, Tommi, and Bambang Hadi Prabowo. "Strategic Planning for Human Resources, Technology, and Organizational Performance." SPLASH Magz 1, no. 2 (April 21, 2021): 101–4. http://dx.doi.org/10.54204/splashmagzvol1no1pp101to104.

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This study examines company profits, sales (product price multiplied by total products sold), employee performance as reflected by total production x product price, corporate social responsibility funds and employee welfare as reflected in employee income in 25 public companies listed on the IDX. Indonesian random sampling uses secondary data from annual reports published by related companies which are then quantitatively processed using the moving average autoregression method. We find that corporate social responsibility along with sales, employee performance and employee welfare is positively related to company profits.

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12

Yeh, Quey-Jen, and Pin Fang. "A resource-based analysis of organizational turnaround: The contingency role of organizational life stages." Journal of Management & Organization 17, no. 6 (November 2011): 782–96. http://dx.doi.org/10.1017/s1833367200001176.

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AbstractDrawing on the resource-based view (RBV) of the firm, this study proposes two levels of resource action: shedding resources and adding resources as the main two turnaround approaches. Since firms differ in the way they manage their resources over stages of organizational development, this study further analyzes the link between the RBV and organizational life-cycle model to investigate the contingency role of life stages in the turnaround context. The study sample consists of 72 Taiwan firms had ever experienced a successful turnaround. The results indicate that cost-cutting and investment in training and R&D, which represent respectively a shedding and an adding resource action, enable firms to turn around their deteriorating performance. The results also show that R&D investment is more effective for early-stage firms, while cost-cutting is more useful to firms in the late-stage.

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Yeh, Quey-Jen, and Pin Fang. "A resource-based analysis of organizational turnaround: The contingency role of organizational life stages." Journal of Management & Organization 17, no. 6 (November 2011): 782–96. http://dx.doi.org/10.5172/jmo.2011.782.

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AbstractDrawing on the resource-based view (RBV) of the firm, this study proposes two levels of resource action: shedding resources and adding resources as the main two turnaround approaches. Since firms differ in the way they manage their resources over stages of organizational development, this study further analyzes the link between the RBV and organizational life-cycle model to investigate the contingency role of life stages in the turnaround context. The study sample consists of 72 Taiwan firms had ever experienced a successful turnaround. The results indicate that cost-cutting and investment in training and R&D, which represent respectively a shedding and an adding resource action, enable firms to turn around their deteriorating performance. The results also show that R&D investment is more effective for early-stage firms, while cost-cutting is more useful to firms in the late-stage.

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14

Schmidt-Wilk, Jane. "Resources for Teaching Organizational Change." Management Teaching Review 5, no. 1 (January 30, 2020): 4–5. http://dx.doi.org/10.1177/2379298119899196.

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15

Steele, Kirstin. "Positive organizational practice and resources." Bottom Line 23, no. 3 (November 2, 2010): 122–24. http://dx.doi.org/10.1108/08880451011087685.

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16

Battistelli, Fabrizio. "Organizational relics as symbolic resources." Scandinavian Journal of Management 9, no. 4 (December 1993): 251–63. http://dx.doi.org/10.1016/0956-5221(93)90023-l.

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17

Hsu, Sheng-Hsun. "Human Capital, Organizational Learning, Network Resources and Organizational Innovativeness." Total Quality Management & Business Excellence 18, no. 9 (November 2007): 983–98. http://dx.doi.org/10.1080/14783360701592208.

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18

Shim, Dong Chul, Hyun Hee Park, and Seong Young Jeong. "Government Employees’ Organizational Citizenship Behavior Amid Organizational Resource Decline: Can They Work More With Less?" Review of Public Personnel Administration 39, no. 2 (June 23, 2017): 209–31. http://dx.doi.org/10.1177/0734371x17715501.

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Based on the implication of the job demands–resources (JD-R) model, this study examined the associations between job demands (organizational resource declines and work overload) and resources (job-goal specificity, performance feedback, and work unit climate) with employees’ organizational citizenship behavior (OCB). Although statistically significant negative associations were found between financial and human resource decline and OCB, the associations were weak from a practical perspective. In line with the JD-R model, this study also found that job-goal specificity, performance feedback, and work supervisor support had positive associations with OCB. However, the effect of work overload was found to be marginalized, and the expected buffering role of job resources on the negative association of work overload with OCB was not confirmed in this study.

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Bamel, Umesh Kumar, and Nisha Bamel. "Organizational resources, KM process capability and strategic flexibility: a dynamic resource-capability perspective." Journal of Knowledge Management 22, no. 7 (October 8, 2018): 1555–72. http://dx.doi.org/10.1108/jkm-10-2017-0460.

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PurposeStrategic flexibility is largely considered a source of competitive advantage, yet strategic flexibility in relation to organizational resources and knowledge management (KM) process capability is not well studied. To address this gap, this study aims to assesses the relationship of organizational resources (technical and social resources) and strategic flexibility through KM process capability.Design/methodology/approachThis paper is built on the assumptions of the resource-based view and the dynamic capability perspective of firm. Two types of organizational resources – technical and social – were identified from relevant literature. Data were collected from 23 small- and medium-sized firms (family owned firms) using a 37-item questionnaire. In addition to descriptive statistics, multiple hierarchical regressions and bootstrapping were used to test the study hypotheses.FindingsFindings suggest that organizational resources are positively and significantly related with strategic flexibility, and KM process capability partially mediates these relationships.Research limitations/implicationsThe paper adds to strategic flexibility literature by exploring and assessing the linkage of organizational resources with strategic flexibility through KM process capability.Originality/valueFindings of this research may help organizations and practitioners in enhancing strategic flexibility of firm.

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20

Bakatubia M., Sebastian. "THE IMPACT OF ORGANIZATIONAL RESOURCES ON CUSTOMERS SATISFACTION." PEOPLE: International Journal of Social Sciences 8, no. 1 (March 15, 2022): 47–59. http://dx.doi.org/10.20319/pijss.2022.81.4759.

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This study examines how organizational resources and competencies endow the competitive advantage. Often organizations align resources and capabilities to achieve their goal. Drawing on a resource-based view, we come to identify key resources that help the organization execute its business strategy and capture customer satisfaction. In four separate surveys, we firstly identify resources to execute a business plan. We examine those resources in a more elaborate survey to capture the most valuable resources. Further, customers’ satisfaction is also surveyed. Results show that at first customers value organizational resources. Second, when human resources are much clear, customers tend to favour human resources over organizational and physical resources. The implication of this discovery for the organization is also discussed.

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21

Lupsa, Daria, Loreni Baciu, and Delia Virga. "Psychological capital, organizational justice and health." Personnel Review 49, no. 1 (November 7, 2019): 87–103. http://dx.doi.org/10.1108/pr-08-2018-0292.

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Purpose This study is based on job demands-resources model and the conservation of resources theory explores the roleof psychological capital (PsyCap), as a personal resource, and organizational justice (distributive and procedural), as a contextual resource, in enhancing health through work engagement. The paper aims to discuss this issue. Design/methodology/approach A sample of 193 Romanian social workers (87.60 percent women) from the national network was used to test two structural models. Findings Structural equation modeling analysis revealed that work engagement partially mediates the relationship between PsyCap and health, and work engagement totally mediates the relationship between organizational justice and health. Research limitations/implications The results emphasize the role of resources, PsyCap and organizational justice, in protecting the social workers’ health. Practical implications These findings support the necessity of combined evidence-based programs to develop social worker’s PsyCap and to maintain the optimum level of perceived organizational justice. These intervention programs can, in turn, enhance the work engagement and protect the health of employees in the workplace. Originality/value This study indicates a novel conceptual model that has two simultaneous predictors of work engagement and health. It provides insights into how contextual resources (organizational justice) potentiate the effect of personal resources (PsyCap) in enhancing health.

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22

Wojciechowska, Maja Dorota. "Intangible organizational resources in Polish libraries." Library Management 37, no. 1/2 (January 11, 2016): 91–110. http://dx.doi.org/10.1108/lm-08-2015-0055.

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Purpose – The purpose of this paper is to present the main assumptions of the resource-based theory according to which the success of an organization is mainly dependent on the ability of capitalizing its inner capacity. The author draws attention to the measurement of intangible resources of libraries and their evaluation, crucial from the point of view of library effectiveness and the quality of its services. The author also emphasizes the specific character of intangible resources, including lack of their mobility, specialization and difficulty in their replacing, which may result in hindering management processes. Design/methodology/approach – The second part of the paper illustrates the author’s research in the field of intangible resources in Polish libraries, including human resources (knowledge, competencies, employee skills), competencies of library management staff, business strategies, organizational culture, communication skills and relations between employees, the ability to communicate and relations with the library community, in particular with its users, library reputation, brand, library innovativeness and the ability to adapt to changes and expectations of the community, the ability of the library to cooperate with other institutions, including networks and consortia, the ability to use and support new technological solutions, the ability to introduce new technologies in the library, the ability to create and acquire intellectual property (copyright, licensing, trademark protection, etc.). Findings – Research has shown that libraries pay growing attention to the relation with the community. Concentrating on library resources means concentrating on readers and providing services that would satisfy readers. However, it seems that the knowledge of library management in the field of managing of intangible resources is still insufficient. Originality/value – The paper presents the first study of this kind conducted in Poland.

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23

Diwanti, Dyah Pikanthi, Suryanto Suryanto, Sri Iswati, Tri Siwi Agustina, and Hari Basuki Notobroto. "The Effect of Organizational Culture and Readiness to Change on Organizational Entrepreneurship: The Role of Competence." Jurnal Manajemen Bisnis 12, no. 2 (September 30, 2021): 248–65. http://dx.doi.org/10.18196/mb.v12i2.10330.

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Research aims: The purpose of this study is to reveal/investigate how the organizational culture changes the readiness of human resources through entrepreneurial competence to run an organization. At present, the organization's existence is very competitive with other organizations, making human resources a strategic resource owned by the organization. Therefore, organizations must be able to respond to many events that cause changes in the environmental forces that influence them.Design/Methodology/Approach: The type of research is quantitative research. This study used a questionnaire as the survey technique. The analysis of this research was carried out by conducting a classic assumption test, including the multicollinearity test, heteroscedasticity test, and normality test. Furthermore, the data were analyzed employing multiple linear regression analysis, namely the coefficient of determination test (R2), simultaneous significance test (F), and the test of the significance of individual parameters (T). Intervening variables were tested with path analysis and multiple tests.Research findings: This study’s results revealed that organizational culture, readiness for change, and competence positively and significantly influenced organizational entrepreneurship. Organizational culture and/or readiness for change with competence as an intervening variable also positively and significantly influenced organizational entrepreneurship. Organizational entrepreneurship was influenced by 64% by organizational culture and readiness for change in human resources. Meanwhile, the remaining 36% was explained by other variables outside this study’s model.Theoretical contribution/Originality: The novelty of this research is that organizational entrepreneurship is a reference for business independence in an organization.Practitioner/Policy implication: Organizational entrepreneurship exists in organizations that have business entities for organizational independence.

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Pan, Xiaodan, Martin Dresner, and Yurong Xie. "Logistics IS resources, organizational factors, and operational performance." International Journal of Logistics Management 30, no. 2 (May 13, 2019): 569–94. http://dx.doi.org/10.1108/ijlm-02-2018-0023.

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Purpose Drawing on the resource-based view and resource complementarity theory, the purpose of this paper is to investigate two research questions: To what extent are logistics information system (IS) resources associated with improved operational performance? And to what extent are these relationships contingent on organizational factors? Design/methodology/approach A conceptual model with a nested structure is presented to link logistics IS resources and organizational factors with operational performance. The findings are validated using a cross-sectional sample of secondary data from domestic logistics firms in China. Findings This paper extends existing operational-level measures for logistics IS resources into a three-tier tactical-level typology: inside-out resources (operation-focused IS, decision-focused IS and IS development capability); outside-in resources (relation-focused IS and market-focused IS); and spanning resources (IS integration capability and IS management capability). Though logistics IS resources, in general, are positively related to operational performance, inside-out IS resources have the most significant impact. Organizational factors, such as firm size, firm age and firm ownership, may enhance or suppress the effects of logistics IS resources on performance. Practical implications The findings are valuable to both logistics firms and buyer firms in an emerging market, as logistics IS resources may affect costs and quality of logistics service. The tactical-level typology allows logistics firms to better plan for and manage emerging IS resources in a competitive environment. Originality/value This paper extends prior work regarding the complementary effects of logistics IS resources and organizational factors on operational performance. Logistics firms should carefully manage the three types of tactical-level IS resources according to their organizational environment to achieve a sustainable competitive advantage.

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Rutishauser, Lea, and Steffen Robert Giessner. "Organizational and Relational Job Aspects as Resources during Organizational Change." Academy of Management Proceedings 2016, no. 1 (January 2016): 12893. http://dx.doi.org/10.5465/ambpp.2016.12893abstract.

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26

Rosen, Sherwin. "Book Review: Human Resources, Personnel, and Organizational Behavior: Organizational Economics." ILR Review 42, no. 4 (July 1989): 681–82. http://dx.doi.org/10.1177/001979398904200421.

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Florin-Thuma, Beth. "Book Review: Human Resources, Personnel, and Organizational Behavior: Human Resource Accounting." ILR Review 42, no. 1 (October 1988): 131–32. http://dx.doi.org/10.1177/001979398804200119.

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28

Wallace, Danielle. "Do Neighborhood Organizational Resources Impact Recidivism?" Sociological Inquiry 85, no. 2 (January 6, 2015): 285–308. http://dx.doi.org/10.1111/soin.12072.

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HOWARD, SHARON. "Organizational Resources for Addressing Sexual Harassment." Journal of Counseling & Development 69, no. 6 (July 8, 1991): 507–11. http://dx.doi.org/10.1002/j.1556-6676.1991.tb02633.x.

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Chen, Moon S., and Elizabeth L. Cabot. "Organizational Resources for Worksite Health Promotion." AAOHN Journal 36, no. 6 (June 1988): 282–84. http://dx.doi.org/10.1177/216507998803600607.

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31

Gunawan, Gugun. "THE EFFECT OF INTERNAL COST MANAGEMENT, INTEGRATION OF EXTERNAL AND INTERNAL INFORMATION SYSTEMS, AND FIBER CAPACITY ON INTER-ORGANIZATIONAL COST MANAGEMENT IN SUPPLY CHAINS (Empirical Studies in Manufacturing Companies in The Province of Banten)." Jurnal Riset Akuntansi Tirtayasa 5, no. 1 (April 10, 2020): 89–97. http://dx.doi.org/10.48181/jratirtayasa.v5i1.8444.

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Inter-organizational cost management is a strategic cost management approach to managing costs that span organizational boundaries in supply chains. Drawing on the resourcebased view of the firm, we develop a model to predict which inter-related resources might enable companies to manage inter-organizational costs. We test this model using a survey of managerial accountants whose organizations are part of a supply chain. Using structural equation modeling, we conclude that the resources of internal electronic integration, external electronic integration, internal cost management, and absorptive capacity play significant direct and indirect roles in the development of an inter-organizational cost management (IOCM) resource. We find that these resources are inter-related and together are useful in enabling companies to ultimately benefit from managing inter-organizational costs. We find in particular the importance of relational resources associated with absorptive capacity in the development of an IOCM resource. Our research contributes to theory and practice by explaining how specific resources can be combined in allowing companies to better manage inter-organizational costs. Data were analyzed using SEM with the aid SmartPLS software version 3.0

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Rynes, Sara. "Book Review: Human Resources, Personnel, and Organizational Behavior: Human Resources." ILR Review 40, no. 2 (January 1987): 302. http://dx.doi.org/10.1177/001979398704000228.

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Noor Al-Jedaiah, Mohamad, and Rokaya Albdareen. "The effect of strategic human resources management (SHRM) on organizational excellence." Problems and Perspectives in Management 18, no. 4 (November 11, 2020): 49–58. http://dx.doi.org/10.21511/ppm.18(4).2020.05.

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Human resources at different levels are the executives of organizational tasks toward excellence. Missing the track of human resources will leave the organization behind. The objective of this research is to investigate the effect of SHRM components on organizational excellence. The study was applied to industrial organizations in Industrial City in Northern Jordan. A quantitative approach was used to accomplish the objectives. A questionnaire was used to collect data. The questionnaire was composed of three parts: the first part designed to collect demographic data, the second part designed to collect information about SHRM (recruitment, training, development, and career development), the last part designed to collect information about organizational excellence. A simple random sample of 120 organizations’ managers was studied. The results showed that the data collection tool was reliable. The results showed that training was of high concern by managers to reach excellence, followed by organizational development, then career development, and the least evaluation was for recruitment. The SHRM components affect the components of organizational excellence (customer satisfaction, technology deployment, product quality, and competitiveness) (p &lt; 0.05). Recruitment was the highest contributor to organizational excellence related to technology deployment, product quality, and competitiveness, but customer satisfaction was affected by development and career development. The study recommended that the organization connect the SHRM strategy with the other organization activities that lead to excellence with the recruitment process’s concentration as it affects the products of the organizations.

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Azmy, Ahmad. "Pengembangan Kompetensi Sumber Daya Manusia untuk Mencapai Career Ready Professional di Universitas Tanri Abeng." Binus Business Review 6, no. 2 (August 31, 2015): 220. http://dx.doi.org/10.21512/bbr.v6i2.971.

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This article discusses the development of competence in achieving organizational goals. This research discusses how the competence development of human resources in achieving the organization's motto, that is Career Ready Proffesional in Tanri Abeng University. This research objective is to analyze the organization's role in developing the human resource competencies in achieving organizational goals. The method used is descriptive. This research compared the theories related to the topic of research with applications that have been carried out and reinforced by previous studies. The results showed that development of human resource competencies needs to be done in achieving organizational goals. Organizational development and change must be done simultaneously and measured the results within a certain time. Both processes require competencies that are required by all members of the organization. Increased competence can be done by providing the process of knowledge transfer between members of the organization. The key of success is the commitment and communication.

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Park, Sang Cheol, Gee-Woo BocK, Won Jun Lee, and Cheng Zhang. "Organizational and Relational Resources in IOS Diffusion." Journal of Global Information Management 22, no. 3 (July 2014): 1–31. http://dx.doi.org/10.4018/jgim.2014070101.

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This research addresses the theoretically neglected question of how the internal diffusion of inter-organizational systems (IOS) into a firm's activities and its external diffusion into the supply chain partners influence performance improvement. Drawing on the resource-based view, our research model posits that organizational and relational resources affect both internal and external diffusion, which in turn, influence performance improvement. Survey results from 187 managers in Korean and Chinese firms showed that while the impact of organizational resources on a firm's performance improvement was fully mediated by IOS diffusion, the diffusion partially mediates the impact of relational resources on performance improvement. This study also revealed a significantly different pattern of diffusion between Korean and Chinese firms, i.e. showing the impact of organizational and relational resources on a firm's performance through external diffusion of IOS are significantly greater in Korean firms, while the impact of internal diffusion was significantly greater in Chinese firms. In other words, Korean firms tend to externally diffuse IOS toward their business partners, while Chinese firms tend to internally diffuse IOS by deploying IOS from their partners. The implications of these findings for both research and practice are discussed.

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Lee, Heng Wei, Ming Fang Teoh, and Noor Hazlina Ahmad. "Exploring the Determinants of Malaysia’s Biomass Industry Performance: A Systematic Review." Asia Proceedings of Social Sciences 8, no. 2 (June 11, 2021): 102–6. http://dx.doi.org/10.31580/apss.v8i2.1906.

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Malaysia's biomass industry has a great potential to contribute to the national circular economy that offers a new stream of wealth creation to the nation. Nevertheless, there appears to be a scarcity of research that dwells into the organizational performance in the biomass industry. Therefore, the present study examined the impact of organizational culture, innovation resources, and human resources on organizational performance. The pivotal contribution of this study is to highlight how these factors/resources influence organizational performance. This study delves into organizational performance in the biomass industry through dynamic capabilities theory and resource-based view (RBV) theory.

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Karneli, Okta. "Application of the Concept of Strategic Human Resources Management in Improving Organizational Performance in the Vuca Era." Eduvest - Journal Of Universal Studies 2, no. 4 (April 19, 2022): 704–9. http://dx.doi.org/10.36418/edv.v2i4.381.

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In improving organizational performance in this VUCA era, it requires a management or human resource management. The development of a company depends on the human resources of the company. Good management will have a positive impact on organizational performance. The purpose of this study is to determine the application of strategic human resource management (MSDMS) in an effort to contribute to improving organizational performance in the VUCA era. This study uses a qualitative approach by using a review of the literature in the Google Scholar database by looking for references from the literature review that is relevant to the case or problem to present the theory of the research problems carried out. The results of this study are one of the factors that directly affect the level of achievement of organizational performance is the management of human resources. Or in other words the management of human resources can be a determinant to improve organizational performance. The importance of strategic planning to improve organizational quality makes the implementation of strategic human resource management able to improve organizational performance in the VUCA era

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Zhai, Ying Xin, and Xiao Feng Liu. "Digital Library Resources in Grid Environment Organization Model." Applied Mechanics and Materials 427-429 (September 2013): 2679–82. http://dx.doi.org/10.4028/www.scientific.net/amm.427-429.2679.

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Digital library resources in the grid environment, effective organizational work to prepare the service of the grid system, the user access to information base. Grid resource heterogeneity, distribution, dynamic characteristics, the paper constructed a global / local layered digital library resources organizational model, this mode to avoid the blindness of the resources found to shorten the resources to find time, through constant monitoring of local resource server, so that the search results according to specific rules arranged, greatly improving the utilization of resources to effectively improve the performance of the grid system

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Ali, Muzaffar Ahmed, Sherwan Omar Omer, and Zana Majeed Sadiq. "The Role of Information System Efficiency Human Resources in the Strategic Practices of Human Resources Management." Iraqi Administrative Sciences Journal 2, no. 2 (June 30, 2018): 219–33. http://dx.doi.org/10.33013/iqasj.v2n2y2018.pp219-233.

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The objective of the research is to analyze the relationship between organizational strength and functional entanglement and its impact on achieving strategic objectives at the level of the research sample. This is based on the model of default after taking into account the nature of the relations between the variables of research and their dimensions represented by the organizational force (structural strength, Emotional, cognitive and behavioral immersion in the achievement of strategic objectives that include their dimensions (innovation, productivity, social responsibility). Two main hypotheses have been constructed, resulting in a set of sub-hypotheses, In order to test the hypotheses, and in line with the above, a sample of private hospital leaders was selected in the city of Erbil as a community and a sample for research. 60 forms were distributed to the administrative leaders and 51 forms were retrieved while the valid forms for analysis (49), accounting for 81.6% of the total. The research found that there is a correlation between organizational strength and job entanglement and a significant positive effect on the relationship between organizational power and job integration combined and individually in achieving strategic objectives. The research recommended that work should be done to raise organizational organizational levels and research organizational factors that can lead to the development of the organizational strength of the organizations with incentives and incentives that contribute to increasing the rate of managerial involvement.

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Kosmajadi, E. "The Impact of Human Resources Development and Organizational Culture on Employee Performance." Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences 4, no. 2 (May 4, 2021): 2227–33. http://dx.doi.org/10.33258/birci.v4i2.1915.

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Research is motivated by the phenomenon of low employee performance, presumably due to suboptimal human resource development and a less conducive organizational culture. The study aims to identify and analyze: a. human resource development, organizational culture, employee performance; b) the magnitude of the influence of human resource development on employee performance; c) the importance of the impact of organizational culture on employee performance; and the extent of the effect of human resource development and organizational culture on employee performance. This research uses a quantitative approach with a survey method. The data collection tool used a questionnaire distributed to 44 employees. The data obtained were analyzed descriptively and through a statistical process. The results showed: a. From the results of descriptive analysis of human resource development, organizational culture and employee performance are in good condition, but there are weaknesses in certain aspects. The results of the verification analysis show; b) human resource development has a significant effect on employee performance with a magnitude of influence of 66.69%; c) organizational culture has a significant impact on employee performance with the importance of the result of 51.84%; and d) the development of human resources and organizational culture together have an effect on employee performance with the magnitude of the influence of 78.30%, the remaining 21.70% is influenced by other factors that are not included in the model. In conclusion, both partially and simultaneously, human resources and organizational culture's development affects employee performance.

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Gerrard, Bill. "A Resource-Utilization Model of Organizational Efficiency in Professional Sports Teams." Journal of Sport Management 19, no. 2 (April 2005): 143–69. http://dx.doi.org/10.1123/jsm.19.2.143.

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The resource-based view explains sustainable competitive advantage as the consequence of an organization’s endowment of unique and imperfectly replicable resources. Superior organizational performance, however, depends not only on the organization’s resource endowment but also on the efficiency with which the resource endowment is used. In this article a resource-utilization model of a professional sports team is developed in which teams optimize the stock of athletic resources (i.e., playing talent), subject to ownership preferences, over sporting and financial performance. The resource-utilization model is used to analyze the factors influencing the team’s current endowment of athletic resources and evaluate the efficiency with which teams utilize both their athletic and allegiance (i.e., fan base) resources to achieve sporting and financial targets. Empirical evidence is presented on the sporting and financial performance of English professional soccer teams in the FA Premier League over the period 1998-2002. It was found that the financial performance of teams is significantly affected by their ownership status.

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Makhnach, A. V., and A. I. Laktionova. "Family Resilience from the Perspective of A.A. Bogdanov’ Organizational Theory." Social Psychology and Society 12, no. 2 (2021): 41–55. http://dx.doi.org/10.17759/sps.2021120203.

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Objective. Analysis of the family resilience as its systemic characteristics from the standpoint of the organizational theory of A.A. Bogdanov. Background. The growing uncertainty of the existence of a person and a family makes such a quality as resilience in demand. The approach to the family as a system and practical work with it from the perspective of studying its resilience presupposes an emphasis not on the weakness and dysfunctionality of the family, but on those potential and real possibilities that are inherent in it. The family resilience as its systemic characteristic, depends on the balance of risk and protective factors, in the quality of which the family’s resources are considered. Family resourses are indicators of the family resilience. The resources of the nuclear family, contributing to the formation and maintenance of its resilience in wide temporal, social and cultural contexts, are gradually uniting individual resources. The process of forming the resource capacity of the family is not only their accumulation, but also the synthesis and grouping of the resources of the whole family as a system. Methodology. Organizational theory A.A. Bogdanov. Conclusions. Organizational theory A.A. Bogdanova, being a general scientific approach to the study of any system, makes it possible to analyze the family resilience as its systemic characteristics from the standpoint of the interaction of multidirectional activities mediated by differences in the understanding of family values, communication needs and organizational patterns. The joint coordinated activity of family members, leading to an increase in family resilience, is achieved with the help of certain resources.

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Roziq, Mohammad, Harry Putri Reawaroe, and Achmad Imron Rosyidi. "Investment Perspectives in Human Resources Management and Its Contribution on Organizational Performance and Competitive Advantages." Journal of Management and Leadership 4, no. 1 (May 4, 2021): 1–13. http://dx.doi.org/10.47970/jml.v4i1.207.

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Abstract The dynamics of business environment signed by the volatility, uncertainty, complexity and ambiguity (VUCA) is urging organizations to rethink and redefine their business strategies and the source of their performance and competitive advantage. Human resources (human capital) hold the most important role in achieving organizational goals through the alignment of human capital investment and the organizational strategy. This article investigates on how the organization manage and align the investment in human resources (human capital) with the strategy of the organization and does investment in human capital have impact to the organizational performance and contribute to the creating value and competitive advantages of the organization. Based on the literature reviews and previous researches, we found that the alignment of investment in human resource (human capital) and organizational strategy is mediated by strategic performance management system namely Balanced Scorecard. The investment in human resources (human capital) has positive impact on organizational performance. Finally, The investment in human resources (human capital) has positive contribution to value creation and competitive advantages of the organizations. Key Words: Investment Perspective in Human Resource Management (Human Capital); Strategic Performance Management System – Balanced Scorecard; Organizational Performance; and Competitive Advantages

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Mazur, Karolina. "Symbolic action and organizational resources acquisition and exploitation." Management 23, no. 2 (December 1, 2019): 32–48. http://dx.doi.org/10.2478/manment-2019-0017.

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Summary The article aims to analyze the current literature (conceptual and research articles) in the field of relations between the symbolic activities of the organization and the ability to acquire resources and their efficient exploitation, and an attempt to build a conceptual model on this basis. This goal was achieved by applying a systematic literature review. The analysis was based on literature, both conceptual and research. Types of resources purchased by stakeholders were indicated. The study presents a conceptual model describing the role of symbolic activities in the process of resource acquisition and management. The concept of symbolic obligations was presented as a consequence of actions taken by organizations.

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Rabin, Bonnie R. "Book Review: Human Resources, Personnel, and Organizational Behavior: Personnel: Human Resource Management." ILR Review 40, no. 1 (October 1986): 144–45. http://dx.doi.org/10.1177/001979398604000133.

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Stan, Sebastian Emanuel, Camelia Oprean-Stan, and Mihail Aurel Țitu. "New Proposal on Reporting Intangible Resources on the Organizational Level." International conference KNOWLEDGE-BASED ORGANIZATION 24, no. 1 (June 1, 2018): 346–50. http://dx.doi.org/10.1515/kbo-2018-0056.

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Abstract In recent years, it has become increasingly evident that existing information systems at the level of organizations do not allow for a performing management because they fail to capture a wide range of intangible resources, which represent one of the most important variables for the success and progress of any organization. As a result of the fact that the annual financial reporting cannot give a real basis for making accurate estimates of future cash flows that can be made by organizations, or of their associated risk, this article states the need to report intangible resources at the organizational level. The concept, content and advantages of an Intangible Resources Report (IRR) are presented, and in the final part of the article it is presented an example of IRR, detailed in a specific case for an intangible resource. This Intangible Resources Report has the advantage of providing a generous and documented framework for managing and disclosing intangible resource information for any type of organization. Through its implementation, it is possible to compare strengths and weaknesses in intangible resources for different organizations, becoming a good benchmark tool, thus facilitating the exchange of experience and learning in different areas of intangible resource management at the level organizations

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Lind, Frida. "Goal diversity and resource development in an inter-organisational project." Journal of Business & Industrial Marketing 30, no. 3/4 (May 1, 2015): 259–68. http://dx.doi.org/10.1108/jbim-11-2012-0221.

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Purpose – This paper aims to discuss the role of goal diversity for resource development organized in an inter-organizational project. Design/Methodology/Approach – The paper builds on a case study of an inter-organizational research project in the field of plant biotechnology in Sweden. The project had four members with differing goals: two research departments, one firm and one co-operative. Findings – This particular project shows a diversity of goals and seeks to explain how actors with very different goals and resources involve in inter-organizational collaboration. The case illustrates how the goals are nested in different ways and how the goals are and become related with the resources developed during the project. The explanation found is that the involved actors manage to match their goals and resources. Research limitations/implications – The paper identifies goal-and-resource-matching processes as an explanation behind resource development in collaboration between actors with diverse goals. Practical implications – Designing projects with actors who have diverse sets of resources have enormous potential, but such projects need to ensure that the goals are resources become matched, processes which can emerge during the course of the project. Originality/value – Few studies have focused on the interplay between diverse goals and resources in inter-organizational projects.

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Fernandes da Anunciação, Pedro, and Luís Lagartinho. "Organizational Intelligence." International Journal of Privacy and Health Information Management 5, no. 1 (January 2017): 132–47. http://dx.doi.org/10.4018/ijphim.2017010108.

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Information and knowledge are the basis of all organizational processes and activities. But these two resources are not sufficient to organizational competitiveness or allocation of resources efficiency, or commercial activities effectiveness. Organizations should develop reaction and response mechanisms to established economic dynamics. The concept of intelligence corresponds to the value creation process by signal capture capability (information), their interpretation, understanding and reaction aiming at taking measures and decisions in the form, content and the appropriate time to identified situations. In this study the authors' propose a reference model with some dimensions, in order to establish a possible evaluation of the organizational intelligence level in hospital organizations.

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Friebel, Guido, and Michael Raith. "Resource Allocation and Organizational Form." American Economic Journal: Microeconomics 2, no. 2 (May 1, 2010): 1–33. http://dx.doi.org/10.1257/mic.2.2.1.

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We develop a theory of firm scope and structure in which merging two firms allows the integrated firm's top management to allocate resources that are costly to trade. However, information about their use resides with division managers. We show that establishing truthful upward communication raises the cost of inducing managerial effort compared with stand-alone firms. This effect dominates a positive effect on effort driven by competition for the firm's resources. We derive predictions about optimal firm scope and structure. In particular, we show why it is optimal to separate the tasks of allocating resources and running a division. (JEL D21, D23, D82, G34)

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Zoogah, David B., Mike W. Peng, and Habte Woldu. "Institutions, Resources, and Organizational Effectiveness in Africa." Academy of Management Perspectives 29, no. 1 (February 2015): 7–31. http://dx.doi.org/10.5465/amp.2012.0033.

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