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Journal articles on the topic 'Organizational'

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Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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1

Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31

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Sahin, Sevilay. "Mediator role of organizational justice in the relationship between learning organization and organizational commitment." International Journal of Academic Research 5, no. 6 (December 10, 2013): 57–67. http://dx.doi.org/10.7813/2075-4124.2013/5-6/b.11.

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3

Stokvik, Hanne, Daniel Adriaenssen, and Jon-Arild Johannessen. "Tacit knowledge, organizational learning and innovation in organizations." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 246–55. http://dx.doi.org/10.21511/ppm.14(3-1).2016.11.

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Problem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation. Contribution: 1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation. 2. The research of the authors shows that tacit knowledge may be said to have three faces: one conservative that limits the continuous improvement process, a second that guards an organization against imitation, and a third that promotes innovation. 3. The authors develop a theory, i.e., a system of propositions related to how do different types of tacit knowledge and organizational learning influence innovation? Keywords: tacit knowledge, organizational learning, innovation. JEL Classification: M10

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FORGON, Tomáš. "INCREASING ORGANIZATIONAL CULTURE AND ETHICS IN HEALTHCARE ORGANIZATIONS." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 122 (2018): 43–49. http://dx.doi.org/10.29119/1641-3466.2018.122.5.

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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10

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Yusof, Muhammad SuhaimiMohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impactson Organization." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 1536–42. http://dx.doi.org/10.37200/ijpr/v24i3/pr200903.

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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.

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8

Cho, Jayoung, and Sejeong Cheong. "The Effect of Organizational Characteristics on Inter-organizational Linkages – On the Basis of Elderly Employment Project Executing Organizations." International Journal of Social Science and Humanity 6, no. 1 (January 2016): 38–41. http://dx.doi.org/10.7763/ijssh.2016.v6.614.

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Yusof, Muhammad Suhaimi Mohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impacts on Organization." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 13, 2020): 4243–51. http://dx.doi.org/10.37200/ijpr/v24i2/pr200747.

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Isroilov, Bahodir Ibragimovich, and Ilhom Sayitkulovich Ochilov. "Improvement Of Organizational And Economic Mechanisms Of Organization Of Vine Clusters." American Journal of Social Science and Education Innovations 03, no. 08 (August 31, 2021): 27–33. http://dx.doi.org/10.37547/tajssei/volume03issue08-07.

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The article analyzes the role and importance of cluster structures in the development of the agricultural sector and foreign experience in organizing their activities. The authors also assessed the organizational mechanisms of agro-clusters and their role in improving the efficiency of cluster performance. As a result of the research, recommendations have been developed to improve the organizational and economic mechanisms of agro-clusters in Uzbekistan.

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Soelton, Mochamad. "The THE IMPLICATION OF JOB SATISFACTION THAT INFLUENCE WORKERS TO PRACTICE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) IN THE WORK PLACE." Archives of Business Research 8, no. 5 (May 10, 2020): 33–48. http://dx.doi.org/10.14738/abr.85.8139.

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This research aims to examine and analyze the political organization, organizational climate and organizational culture with organizational citizenship behavior (OCB) and job satisfaction as an intervening variable for employees of Distributor Company. The object of this research is 73 employees of Distributor Company. The approach used in this research is Component or Variance Based Structural Equation Model with analysis tool Smart-PLS. The results showed Political organizationa that has positive significant effect on job satisfaction. Organizational climate that has positive significant effect on job satisfaction to employees Distributor Company. Organizational culture that has positive significant effect on job satisfaction. Political organization does not affect organizational citizenship behavior (OCB). Organizational climate that has positive significant effect on organizational citizenship behavior (OCB). Organizationa culture that has positive significant effect on organizational citizenship behavior (OCB). Job satisfaction that has positive significant effect on organizational citizenship behavior (OCB).

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Lam, Long Wai, Yan Liu, and Raymond Loi. "Looking intra-organizationally for identity cues: Whether perceived organizational support shapes employees’ organizational identification." Human Relations 69, no. 2 (September 24, 2015): 345–67. http://dx.doi.org/10.1177/0018726715584689.

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Ahmadian, Sahar, Saeed Astrabeh, and Mohsen Ejrami. "ORGANIZATIONAL SILENCE, ORGANIZATIONAL TRUST, AND ORGANIZATIONAL COMMITMENT." JOURNAL OF HUMANITIES SOCIAL SCIENCES AND BUSINESS (JHSSB) 3, no. 1 (September 6, 2023): 112–24. http://dx.doi.org/10.55047/jhssb.v3i1.817.

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Organizational silence limits the effectiveness of organizational decisions and change processes. This is a problem that is currently plaguing organizations, and it causes most organizations to suffer from very little employee comments and opinions that can reduce the effect of organizational trust on organizational commitment. Therefore, the present research investigates the mediating role of organizational silence and its dimensions including; Deviant silence, Disengaged silence, Diffident silence, Defensive silence, Relational silence, and Ineffectual silence in the effect of organizational trust on organizational commitment. The method of collecting information was a standard questionnaire. The statistical population of the research includes 75 experts of Automotive Company in Iran. The questionnaire was distributed among 75 people and finally 70 questionnaires were returned healthy and analyzable. For the statistical analysis in the inferential statistics section of the research, all the analyses were done using the structural equation technique and the partial least squares method with the help of SMART PLS software. The results of data processing showed that relational silence, diffident silence, and deviant silence play a mediating role in the effect of organizational trust on organizational commitment. Other research results did not confirm the mediating role of defensive silence, ineffectual silence, and disengaged silence in the effect of organizational trust on organizational commitment. The results of the research can be used for automotive company's managers to identify the types of silences that exist in the organization and increase the organizational trust and commitment of company employees

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ČMELÍKOVÁ, Zuzana. "Managing ethics in organization – focusing innovation in creating ethical organizational culture." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 110 (2017): 13–26. http://dx.doi.org/10.29119/1641-3466.2017.110.2.

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Bhattacharya, Dr Swaha, and Dr Monimala Mukherjee. "Organizational Climate and work Motivation - A Study on Private Sector Organization." Paripex - Indian Journal Of Research 2, no. 1 (January 15, 2012): 136–38. http://dx.doi.org/10.15373/22501991/jan2013/50.

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16

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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17

Wananda, Adhi, and Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services." Management Technology and Security International Journal 1, no. 2 (November 1, 2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational changes in Indonesian National Police institution have massively occurred since Indonesian National Police Reformation in 1999 - 2000 and due to the Bureaucratic Reform s launched by the government in 2010. The most prominent change from Indonesian National Police Reform is the organizational culture of Indonesian National Police , from previously having a military culture to fully become a police organization which protec ts and serves the community. Meanwhile, the changes due to the b ureaucratic r eform are implemented from the realization of programs and activities designed to improve the performance and the effectiveness and efficiency of Indonesian National Police ’s duties . By realizing and conducting these programs and activities, the level of public satisfaction with the services provided by Indonesian National Police has increased . This also shows an increase in the context of the image of Indonesian National Polic e in the eyes of the people . Keywords : organizational environment , organizational change , police services , police reform , bureaucratic reform

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18

Foreman, Peter, Cleo Silvestri, David A. Whetten, Philipp Bubenzer, Mathew Laurence Sheep, Cleo Silvestri, and Jason Scott Entsminger. "Organizational Identity Comparison, Organizational Identification, and Organizational Commitment." Academy of Management Proceedings 2020, no. 1 (August 2020): 21039. http://dx.doi.org/10.5465/ambpp.2020.21039symposium.

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19

Ge, Jianhua, Xuemei Su, and Yan Zhou. "Organizational socialization, organizational identification and organizational citizenship behavior." Nankai Business Review International 1, no. 2 (June 4, 2010): 166–79. http://dx.doi.org/10.1108/20408741011052573.

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20

Hage, Jerald, and Kurt Finsterbusch. "Three Strategies of Organizational Change: Organizational Development, Organizational Theory and Organizational Design." International Review of Administrative Sciences 55, no. 1 (March 1989): 29–57. http://dx.doi.org/10.1177/002085238905500105.

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21

Ghanayem, Magd. "Exploring Organizational Behavior in Israeli Public Organizations During the War on Gaza." International Journal of Science and Research (IJSR) 13, no. 3 (March 5, 2024): 269–71. http://dx.doi.org/10.21275/es24306111950.

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Eraslan, Ilkay, and Erkut Altindag. "The effects of organizational ambidexterity and justice on organizational learning." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 1 (February 11, 2021): 1–14. http://dx.doi.org/10.20525/ijrbs.v10i1.962.

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This study examines the relationship between organizational justice and organizational ambidexterity with organizational learning. This paper also evaluates the effect of organizational justice on organizational learning strategies of employees in the cause-effect relationship and measure the effect of perceived organizational support and bi-directionality on organizational learning. 645 family firms operating in Istanbul have been analyzed with Structural Equation Model. Findings demonstrate that organization's ambidexterity ability and the concept of justice in the organization had an indirect and positive effect on the perception of organizational support. This study also highlights that companies using their generic knowledge and skills increase the effectiveness of their innovation activities. The exploratory and development capabilities of a company make a significant contribution to the personal development of the employees in the company.

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23

Tutugo, Ahmad Habibi, and Much Riyadus Solichin. "Pengaruh Kepribadian dan Budaya Organisasi Terhadap Organizational Citizenship Behavior dengan Komitmen Organisasi sebagai Variabel Intervening." Jurnal Ilmiah Mahasiswa Manajemen, Bisnis dan Akuntansi (JIMMBA) 2, no. 3 (June 30, 2020): 392–410. http://dx.doi.org/10.32639/jimmba.v2i3.483.

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This research aims to test the influence of organizational personality and culture on organizational citizenship behavior through the organization's commitment as a intervening variable. The sampling method used is a non-probability sampling technique i.e. saturated sampling i.e. taking the whole sample or all members of the population are used as samples. Respondents in this study were the permanent teachers of Pondok Pesantren SahabatQu Sleman amounting to 60 people. This research uses the methods of descriptive analysis and statistics carried out validity tests, the test of relibility, multicolinearity test, heteroskedastisity test, normality test, correlation test, coefficient of determination, test T, analysis of pathways, calculation of Influence and Test Sobel. Testing in test T shows that the personality affects the Organization's commitment to the teacher of Pondok Pesantren SahabatQu Sleman. Organizational culture has a significant effect on the organization's commitment to the teachers remain in Pondok Pesantren SahabatQu Sleman. Personality has a significant influence on organizational citizenship behavior on the teachers remained SahabatQu Pondok Pesantren Sleman. The organizational culture has a significant effect on the teachers staying at the Pondok Pesantren SahabatQu Sleman. The commitment of the Organization has a significant effect on the teachers remained the Pondok Pesantren SahabatQu Sleman. Organizational commitments can be radiated between personality and organizational citizenship behavior based on the Sobel test. Organizational commitments cannot be intermediate between organizational cultures and organizational citizenship behavior based on Sobel tests.

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Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (January 31, 2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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Suwinci, Ni Ketut Rai Surasmi. "Influence of Leadership and Organization Climate to Organizational Fairness and Employee Engagement." Journal of Advanced Research in Dynamical and Control Systems 12, SP8 (July 30, 2020): 173–86. http://dx.doi.org/10.5373/jardcs/v12sp8/20202513.

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McPhee, Robert D., and Pamela Zaug. "Organizational Theory, Organizational Communication, Organizational Knowledge, and Problematic Integration." Journal of Communication 51, no. 3 (September 1, 2001): 574–91. http://dx.doi.org/10.1111/j.1460-2466.2001.tb02897.x.

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Chernyavs'ka, Iryna, and Rostyslav Kovtun. "MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 2(5) (January 2, 2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analysis. According to the goal, the task of analyzing scientific approaches to forming a conceptual apparatus for managing organizational changes is set. Based on the study, the concept of "organizational change management" was clarified, which is understood as the process of implementing relevant organizational and management transformations, which involves the use of new technologies, tools, and methods of the organization and the management system, in order to ensure the optimization of the organization's activities. The key approaches to ensuring organizational changes have been studied. The basis for the analysis was the scientific works of domestic and foreign scientists on the mentioned issues, statistical data on the state of activity of enterprises according to the directions of organizational changes in the dynamics for the period 2019–2020, statistical data on the results of the activities of construction industry organizations in the dynamics for the period 2010–2021 year. As a result of the study, positive dynamics regarding the initiation and implementation of organizational changes by industrial enterprises were recorded, the most active spheres (functional areas) of activity were verified, the relevance of the use of organizational change technologies, in particular in construction organizations, was proven, given the lack of mass implementation of organizational changes in their activities. A conceptual model of organizational change management has been built based on a systemic approach to ensuring organizational changes, considering the functional areas of the organization's activity. Application of the developed model can have a beneficial effect on increasing the efficiency of organizations.

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Akkaya, Bulent, and Gozde Mert. "Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic." Central European Management Journal 30, no. 2 (June 15, 2022): 2–25. http://dx.doi.org/10.7206/cemj.2658-0845.73.

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Purpose: Managers of healthcare organizations must be much more dynamic and agile to survive in a competitive environment. Administrators, managers, and leaders in healthcare organizations must meet both patients’ and staff’s needs, expectations, and requests at the maximum level in order to create organizational agility. What counts among these responsibilities is the use of operational competitive capabilities at the highest level and being organizationally agile? In this context, this study determines the relationship between the operational competitive capabilities of healthcare organizations and organizational agility and examines the mediating role of organizational agility between operational competitive capabilities and organizational performance in healthcare organizations in Turkey. Methodology: The data was collected from the 220 managers of health organizations in Turkey through questionnaires, which were analyzed with the SPSS 26 and AMOS 26 programs. Results: The findings revealed a positive relationship between operational competitive capabilities of managers and between organizational agility and organizational agility, which have a full mediating role between operational competitive capabilities and organizational performance in healthcare organizations . Conclusion: Today’s healthcare organizations’ managers face such important problems and unexpected developments as adapting to a rapidly changing environment and struggles to avoid uncertainty. Therefore, the managers must use their operational competitive capabilities at the highest level and be organizationally agile to maximize their organizations’ performance and survive in this highly competitive environment.

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Moorman, Christine, and Anne S. Miner. "Organizational Improvisation and Organizational Memory." Academy of Management Review 23, no. 4 (October 1998): 698. http://dx.doi.org/10.2307/259058.

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Singh, Jitendra V., Robert J. House, and David J. Tucker. "Organizational Change and Organizational Mortality." Administrative Science Quarterly 31, no. 4 (December 1986): 587. http://dx.doi.org/10.2307/2392965.

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Moorman, Christine, and Anne S. Miner. "Organizational Improvisation and Organizational Memory." Academy of Management Review 23, no. 4 (October 1998): 698–723. http://dx.doi.org/10.5465/amr.1998.1255634.

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Grandori, Anna, and Andrea Prencipe. "Organizational invariants and organizational change." European Management Review 5, no. 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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March, James G. "Organizational consultants and organizational research." Journal of Applied Communication Research 19, no. 1-2 (June 1991): 20–31. http://dx.doi.org/10.1080/00909889109365290.

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Raukko, Mélanie. "Organizational commitment during organizational changes." Baltic Journal of Management 4, no. 3 (September 11, 2009): 331–52. http://dx.doi.org/10.1108/17465260910991028.

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35

He, Hongwei, and Andrew D. Brown. "Organizational Identity and Organizational Identification." Group & Organization Management 38, no. 1 (February 2013): 3–35. http://dx.doi.org/10.1177/1059601112473815.

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Hodgkinson, Gerard P. "Organizational Identity and Organizational Identification." Group & Organization Management 38, no. 1 (February 2013): 145–57. http://dx.doi.org/10.1177/1059601112474883.

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37

Faldetta, Guglielmo. "Organizational caring and organizational justice." International Journal of Organizational Analysis 24, no. 1 (March 14, 2016): 64–80. http://dx.doi.org/10.1108/ijoa-07-2013-0697.

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Purpose – This article aims to analyze, from a theoretical point of view, if organizational caring and organizational justice are compatible and complementary. It proposes a link between justice and care, expanding the common notions of organizational justice, to find a relational concept of organizational justice that can lead to organizational caring. Design/methodology/approach – The article reviews the literature on the common notions of organizational justice. To find a relational concept of justice, it refers to Lévinas’ thoughts. Therefore, it develops two complementary approaches to organizational caring and analyzes their practical implications. Findings – The article shows that the relational approach based on the logic of gift and on a Lévinasian concept of organizational justice can constitute the ethical basis, which will most likely lead to the creation of a caring organization. Research limitations/implications – The article is a starting point of a conceptual path that should be directed toward the theoretical and practical use of an approach about organizational caring based on the logic of gift. It is necessary to support the theoretical considerations with future empirical investigation showing the possibility of practical applications of the concept analyzed. Practical implications – The main implication for organization theory is the possibility to propose organizational caring through the logic of gift and Lévinasian ethics as a new approach in managing relationships in the organizational context. Originality/value – In the past, organizational justice has been analyzed as a way to an end and not as an end in itself. This concept of justice can make it difficult to find a link with organizational caring, unless it is based on organizational rules and norms. In this paper, the author proposes another concept of organizational justice rooted on philosophical basis, which can lead to a more effective approach to organizational caring.

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Shane, Scott. "Organizational Incentives and Organizational Mortality." Organization Science 12, no. 2 (April 2001): 136–60. http://dx.doi.org/10.1287/orsc.12.2.136.10108.

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Egelhoff, William G. "Organizational equilibrium and organizational change." Journal of International Management 5, no. 1 (March 1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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Wang, Jinmin, and Yasunari Okabe. "Organizational Wrongdoing and Organizational Climates." Proceedings of the Annual Convention of the Japanese Psychological Association 79 (September 22, 2015): 3EV—130–3EV—130. http://dx.doi.org/10.4992/pacjpa.79.0_3ev-130.

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Hage, J. T. "ORGANIZATIONAL INNOVATION AND ORGANIZATIONAL CHANGE." Annual Review of Sociology 25, no. 1 (August 1999): 597–622. http://dx.doi.org/10.1146/annurev.soc.25.1.597.

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Burnes, Bernard. "Organizational choice and organizational change." Management Decision 35, no. 10 (December 1997): 753–59. http://dx.doi.org/10.1108/00251749710192075.

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Chiva, Ricardo, and Joaquín Alegre. "Organizational Learning and Organizational Knowledge." Management Learning 36, no. 1 (March 2005): 49–68. http://dx.doi.org/10.1177/1350507605049906.

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Luxmi. "Organizational Commitment and Organizational Effectiveness." Management Dynamics 11, no. 1 (April 25, 2022): 50–67. http://dx.doi.org/10.57198/2583-4932.1093.

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Permana, Meiki. "ORGANIZATIONAL CULTURE REFLECTS ORGANIZATIONAL PERFORMANCE." International Journal of Business Management and Economic Review 07, no. 01 (2024): 137–43. http://dx.doi.org/10.35409/ijbmer.2024.3556.

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Culture reflects human civilization, as well as Culture in an Organization. How essential are employees in a company organization to stick to the Organizational Culture? With Structural Equation Modeling (SEM) and with respondents as many as 100 company employees. The study's results show that organizational culture positively and significantly affects organizational Performance. The study's results carry theoretical implications, such as how important it is for an organization to have a culture with noble values to improve organizational Performance. Company owners can also use research to create a culture in their organization to realize and achieve planned Organizational Performance.

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Zaki, Muhammad Hassan. "Relationship between organization supply chain capabilities and organization responsiveness." South Asian Management Review 3, no. 1 (February 8, 2024): 1–12. http://dx.doi.org/10.57044/samr.2024.3.1.2418.

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The link between an organization's supply chain's capacities and responsiveness has been identified as one of the main issues in ensuring business performance and achieving competitive advantage. Indeed, to achieve efficient responses to customers' needs, working across organizational boundaries is essential. This study shows positive relationships between an organization's supply chain capabilities and organizational responsiveness. This study identified two key issues: (1) the connection between supply chain capabilities and organizational responsiveness and (2) the impact of supply chain capabilities on organization responsiveness. In a taxonomy, various scenarios of the relationship between supply chain capabilities and organization responsiveness were developed, and different studies were used to demonstrate the experience of intra and inter-organizational activities in economic growth. The findings of numerous studies show in detail that an organization's supply chain capabilities are essential for improving organizational responsiveness and competitiveness. Supply chain capabilities not only directly enhance operational efficiency but also help with collaborative practices that help strengthen internal skills in turn.

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Sadaf, Maha, Usman Mukhtar, Ali Raza Nemati, Rehan Yousaf, and Wasmiya Javed. "Impact of Organizational Value System, Perceived Organizational Support, and Job Satisfaction on Organizational Commitment." Journal of Entrepreneurship, Management, and Innovation 4, no. 1 (February 21, 2022): 71–99. http://dx.doi.org/10.52633/jemi.v4i1.151.

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This paper aims to investigate the effects of perceived organizational support, organizational values system, and job satisfaction on organizational commitment. The study was conducted in the educational sector of Pakistan. Building on the previous literature, the authors propose a model which links an organization's internal procedures/practices, employees' perceptions, views, and his/her level of contentment with his/her job, loyalty and emotions. Through the assumed connections between these aspects, the relationship among them was inspected and analyzed in the given study. To test the proposed model, the data was collected online from 210 faculty members and teachers from different universities in Pakistan. It was accomplished through convenient sampling. Moreover, a cross-sectional method was adopted for data gathering. As per the author's assumptions, the results generated through regression analysis provide shreds of evidence that there exists a significant positive relationship between organizational commitment, job satisfaction, organizational values, and perceived organizational support. The overall study displays the importance of providing support, improving job satisfaction, and clearly defining organizational values to the employees to enhance their organizational commitment. The study validates the significance of organizational practices over employees' attachment towards the organization and deepens the understanding of the determinants of organizational commitment. Furthermore, suggestions about theoretical and managerial practices of the given study have been discussed in the end.

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Byre, Rafael Octavianus. "Pengaruh Kemampuan Pembelajaran Organisasional Terhadap Kompetensi Inti Organisasi, dan Kinerja Organisasi Perguruan Tinggi Swasta di Propinsi NTT Suatu Tinjauan Literatur Untuk Membangun Hipotesis Penelitian." Analisis 19, no. 1 (April 5, 2020): 23–38. http://dx.doi.org/10.37478/analisis.v19i1.317.

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Empirically, this paper is expected to see the extent of the development of organizational learning models in the Development of Private Higher Education in the Province of East Nusa Tenggara Province by including the dimensions of the organization's core competencies, and organizational performance in previous strategy research. With the stages of model development which can be seen the contribution and contribution of each previous research to the research carried out mainly in building research hypotheses. In this paper we also want to look gradually at how to understand the partial effect of organizational learning on the organization's core competencies, on diversification strategies and organizational performance. And how all the aspects examined above contribute to further studies in the field of strategy management concerning the effect of organizational learning on core competencies, diversification strategies and organizational performance. The design of this research is mostly done on companies in the field of services in general and some research on higher education organizations. Looking at / reviewing all the studies that have been done by previous researchers whose variables are used as the basis for building and developing hypotheses in this paper, namely, the influence between organizational learning, organizational core competencies and performance. With the following stages begin with searching, separating articles, extracting data, synthesizing data, reporting data. The main contribution in this research is to illustrate that how the construct of organizational learning needs to be developed in improving the organization's core competencies, which in the end is expected to improve the performance of private higher education organizations in NTT Province.

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Yun, Nam-Sik, and Seok-Kee Lee. "A Study on the Impact of Communication Activities on Organizational Satisfaction: Based on the Mediating Effect of Organizational Trust." Restaurant Business 118, no. 3 (March 27, 2019): 1–8. http://dx.doi.org/10.26643/rb.v118i3.7192.

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This study aims to verify that the higher the communication activity, the higher the organization's organizational satisfaction is. Some prior studies have commented on the relationship between these, there are almost no specific studies that use an organizational fairness as a controlled effect to identify the concept of communication activities and organizational trust and to verify the impact on organizational satisfaction.

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., Anizar, Masyhudzulhak Djamil, and Anwar Rahim. "Organizational Culture, Work Discipline, and Compensation on Organizational Commitment (Case study : the Department of Agriculture in the city of Bogor)." Jurnal Manajemen 8, no. 1 (August 30, 2018): 12. http://dx.doi.org/10.32832/jm-uika.v8i1.734.

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<p>The results show the influence of cultural variables There are organizations, labor discipline, and compensation together (combined) to the organization's commitment to the Bogor Agricultural Department. The magnitude of effect was 69.8%. While the rest is 100% - 69.8% = 30.2% is a variable influenced the other is not examined in this study. These results indicate that when the variables of organizational culture, work discipline, and compensation together (combined) to increase the commitment of the organization will increase, and vice versa if the variables of organizational culture, work discipline, and compensation together (combined) decreased the commitment the organization will decline.<br />Variables influence organizational culture, work discipline, and partial compensation (their own) to the organization's commitment to the Bogor Agricultural Department, is as follows: (a) The influence of organizational culture on organizational commitment 33.1%, (b ) The influence of labor discipline on organizational commitment 37.1%, (c) The amount of the compensation effect on organizational commitment 31.8%, (d) effect of partial indicates that the variable of work discipline is the most dominant variable affecting organizational commitment. Path equation is: Y = 0.331 X1+ 0.371 X2 + 0.318 X3+C.</p>

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