Journal articles: 'Organizations'

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Mackenzie, Kenneth D. "THE ORGANIZATION OF ORGANIZATIONS." International Journal of Organizational Analysis 9, no. 2 (February 2001): 116–48. http://dx.doi.org/10.1108/eb028930.

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Ackroyd, Stephen. "Organization Contra Organizations: Professions and Organizational Change in the United Kingdom." Organization Studies 17, no. 4 (July 1996): 599–621. http://dx.doi.org/10.1177/017084069601700403.

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Professions in the United Kingdom have been periodically marginalized and their growth suspended, but they have shown considerable capacity to adapt. The evolution of 'new model' professions at the end of the last century and the beginning of the present one, which occurred without governmental regula tion or patronage, was associated with the development of an effective and independent form of occupational organization for professional groups. This organization combines control of the labour market with informal cooperation and control within employing organizations, and is identified as a form of occupational 'double closure'. It is characteristic for occupations organized in this sort of way to become encapsulated groups or quasi organizations within formal organizations. This argument is developed in the body of the paper through a consideration of the contemporary situation of professionals in man ufacturing industry and the public services, where new model professions have established themselves firmly in the present century, and where there are some very similar informal structures. The influence of current social and economic change on these forms of professional organization is then discussed, and it is argued that although they are clearly embattled in some of the areas of their traditional strength, because of their developed organizational attributes, professional groups are likely to persist. Contemporary management of profes sional services is not without difficulty in these circumstances; and, in areas where professions are well-established, re-organization is taking place round encapsulated professional groups rather than by re-constructing them. Despite some superficial similarities, therefore, the management of services is different between traditional professional services and newer commercial ones. More over, if the account of professional self-organization developed here is a reli able guide, in the longer term we may expect it to extend to new services, despite current differences in their organization and forms of managerial control.

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Farhan Saputra. "Leadership, Communication, and Work Motivation in Determining the Success of Professional Organizations." Journal of Law, Politic and Humanities 1, no. 2 (February 5, 2021): 59–70. http://dx.doi.org/10.38035/jlph.v1i2.54.

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An organization is said to be professional if several indicators indicate the organization is professional. The leadership that regulates or manages the organization is the first indicator of an organization’s professionalism because, without leadership, the organization cannot run and achieve its goals. Then after leadership, there are indicators of communication as a determinant and the professionalism of an organization. Moreover, another critical factor in professional organizations is work motivation, which if an organization has good motivation or goals, the organization will achieve its goals quickly. In his study, a literature review study was produced. This review article is Leadership, Communication, and Work Motivation in determining the success of Professional Organizations. The results of this library research are that: 1) Leaderhip determines the success of Professional Organizations; 2) Communication determines the success of Professional Organizations; 3) Work Motivation determines the success of Professional Organizations.

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Roach, Charlene M. L., Acolla Lewis-Cameron, and Tenisha Brown-Williams. "Organizational Resilience In Public Sector Organizations: Destination Management Organizations." Journal of Health and Human Services Administration 46, no. 1 (March 2023): 26–49. http://dx.doi.org/10.37808/jhhsa.46.1.2.

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This qualitative exploratory study examined the effectiveness of organizational resilience processes adopted by Destination Management Organizations (DMOs) in Small Island Developing States (SIDS) during a global crisis. Study results showed that the DMOs' organizational resilience engaged strategies fostered within a positive work climate (PWC) where dynamic processes of resilience capabilities emerged for Caribbean SIDS. These organizational resilience processes are complex and dynamic, with an interplay of both internal and external influences. The study offers practical and theoretical implications for public organizations in the service sector, where an integrated framework for engaging resilience strategies and capabilities processes emerges.

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Roach, Charlene M. L., Acolla Lewis-Cameron, and Tenisha Brown-Williams. "Organizational Resilience in Public Sector Organizations: Destination Management Organizations." Journal of Health and Human Services Administration 45, no. 4 (December 2023): 339–62. http://dx.doi.org/10.37808/jhhsa.45.4.6.

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This qualitative exploratory study examined the effectiveness of organizational resilience processes adopted by Destination Management Organizations (DMOs) in Small Island Developing States (SIDS) during a global crisis. Study results showed that the DMOs’ organizational resilience engaged strategies fostered within a positive work climate (PWC) where dynamic processes of resilience capabilities emerged for Caribbean SIDS. These organizational resilience processes are complex and dynamic, with an interplay of both internal and external influences. The study offers practical and theoretical implications for public organizations in the service sector, where an integrated framework for engaging resilience strategies and capabilities processes emerges.

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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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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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Koloka, Maria, and Eirini Papadaki. "Performing Arts Organizations' Communication Through Posters in Greece." International Journal of Semiotics and Visual Rhetoric 6, no. 1 (March 17, 2023): 1–16. http://dx.doi.org/10.4018/ijsvr.319802.

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This paper proposes an analysis of a sample of Greek cultural organizations' visual messages as polysemiotic, multimodal signs, in an attempt to examine the role of such messages for the communication strategy of cultural organizations. The sample constitutes visual messages from three Greek cultural organizations, each representing a different type of performing art. These organizations are Greek National Theatre, the National Opera of Greece, and the International Short Film Festival in Drama. All messages included in the study are messages promoting specific cultural events and, simultaneously, the organization as a brand. Through morphological and semiotic analysis of the respective messages of the selected organizations, a series of issues are going to be examined, including the way cultural organizations' messages are composed and projected, their relevance to the specific organization, and the impact of messages both in promoting a cultural event and the organization's brand, as well as maintaining and developing an organization's audience.

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Bobrovska, O. Y. "Theoretical and methodological foundations of the organizational construction and functioning of territorial communities as integrated socio-economic organizations." Public administration aspects 6, no. 6-7 (August 14, 2018): 14–23. http://dx.doi.org/10.15421/151834.

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The scientific positions on the necessity of deepening, expanding and using the theory of organization when building and developing specific social organizations – territorial communities – are grounded. It is shown their compatibility and identity with organizations of production character.A comparative analysis of the evolution and methodological and legislative support for using the organization’s theory to use its instrumants in the construction and functioning of territorial communities is carried out.Issues of importance, priority of consideration and solving problems of organizational development of territorial communities as a set of complex, integrated social and economic organizations and social institutions of organizational forms of development of society at the basic, initial level of its existence in conditions of decentralization of power and modernization of local self-government are outlined.The evolutionary way of the organization theory, the methodological and legislative principles of which are aimed at the organizational development of enterprises with a predominantly productive nature is studied, including the principles of constructing a bureaucratic model of the organization structure, the principles of constructing human relationships, the principles of the theory of perception, and others. Determination of the possibilities of using the laws on organization and functioning of organizations for the formation and functioning of territorial communities as integrated socio-economic complex organizations is carried out. The essence of the models of organizations and their management tasks as a possible organizational ground for improvement of organizational models of community development is considered.The proof of the necessity of further development of the organization’s theory concerning the organizations of a new type – territorial communities, whose activities are ensured by the common territory of people living, in different organizations, the interconnection, orderliness and interdependence of their joint activities, the unity of the goals of joint development and participation of community residents in their achievement. The algorithm of the formation and substantiation of theoretical and methodological formulation of the organization’s theory concerning social organizations as the basis of the modern innovation organization of territorial communities is constructed.

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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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Halaj, Martin. "HOW TO MEASURE THE SAFETY CULTURE OF ORGANIZATIONS." CBU International Conference Proceedings 5 (September 23, 2017): 622–26. http://dx.doi.org/10.12955/cbup.v5.996.

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Every organization has an interest in protecting its assets and increasing its profit. To preserve the integrity, organizations generally ensure their assets are safe. Today, especially in large organizations, asset security is a chief priority in decision-making. A factor affecting the level of an organizationâ€™s security is its safety culture. This factor is measured by the level by which the organization and its employees adopt and comply with security rules and principles. The status of a safety culture can have a positive or negative impact on the organizationâ€™s security, which directly affects its development. The aim of this article is to describe approaches for assessing the safety culture of different organizations. The study results can be used to compare several organizations, and it is possible to identify differences in the level of safety culture after applying innovative changes.

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Gritskevich, Olga V. "DIRECTIONS OF DEVELOPMENT OF ORGANIZATION’S INNOVATIVE POTENTIAL." Interexpo GEO-Siberia 8 (May 21, 2021): 168–75. http://dx.doi.org/10.33764/2618-981x-2021-8-168-175.

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To implement innovations, organizations need to form and develop innovative potential. The innovation potential of an organization includes the potential of material resources and intellectual potential. Taking into account the peculiarities of the influence of laws and principles of the organization on the innovation potential, it is possible to choose the directions of its development. The aim is to study formation principles of organization’s innovative potential, taking into account the influence of laws and principles of the organization, and to determine possible directions for its development. The objects of research are organizations engaged in the implementation of innovations. The subject of the study is the principles and directions of the development of innovative potential. In the course of the research, a number of theoretical methods were used: analysis and synthesis, observation, comparison, and abstraction. The peculiarities of the influence of the law and the principles of development on the innovation potential indicate that personnel, information, organizational and managerial potentials, play the main role. The development of the innovative potential of organizations using the scientific and technical component can be achieved by conducting research in the field of creating new materials, developing and modernizing production processes, solving resource-saving problems. Innovation potential contributes to the development of the organization's strategy. In this study, the theories of innovation potential and the objective laws of the organization were jointly considered.

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Lehrer, Mark, and Lydia Segal. "The stewardship organization: essential characteristics and conditions of feasibility." American Journal of Business 35, no. 3/4 (August 3, 2020): 175–90. http://dx.doi.org/10.1108/ajb-04-2020-0046.

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PurposeThe paper explores the nature and facilitating conditions of “stewardship organizations,” that is, organizations in which stewardship behavior rather than principal–agent behavior defines the operative principles of management.Design/methodology/approachThe paper falls into two parts: the first part of the analysis develops a theory of the stewardship organization, and the second part develops a contingency framework concerning the feasibility of stewardship organizations.FindingsStewardship organizations are characterized by three interlocking traits: (1) the overall mission of the organization, (2) the organization's internal control systems and (3) the “motivational environment” of the stewardship organization. Since stewardship organizations cannot be identified on the basis of stated mission alone, it is necessary to determine whether the mission involves a higher calling that has been internalized by organizational members to the point of constituting a vital part of how the organization runs on a day-to-day basis.Practical implicationsOne key role of leadership in such organizations is to manage mission drift and to reduce the ambiguity of the mission and organization goals.Social implicationsLitmus tests are proposed for identifying an authentic stewardship organization in contradistinction to those whose socially minded values are ancillary or a marketing ploy.Originality/valueThis is the first systematic attempt to characterize the stewardship organization. After providing three specific examples of such organizations, the contribution identifies key markers of bona fide stewardship organizations.

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Silvestri, Cleo, and Paola Criscuolo. "Organizational Identification in Hybrid Organizations." Academy of Management Proceedings 2018, no. 1 (August 2018): 17140. http://dx.doi.org/10.5465/ambpp.2018.17140abstract.

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HOPEJ-TOMASZYCKA, Magdalena, and Marian HOPEJ. "Organizational structures in turquoise organizations." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 130 (2018): 217–26. http://dx.doi.org/10.29119/1641-3466.2018.130.20.

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Collins, James C., and Jerry I. Porras. "Organizational Vision and Visionary Organizations." California Management Review 34, no. 1 (October 1991): 30–52. http://dx.doi.org/10.2307/41166682.

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Johnson, Craig. "Inside organizations: exploring organizational experiences." Action Learning: Research and Practice 14, no. 2 (May 4, 2017): 211–12. http://dx.doi.org/10.1080/14767333.2017.1315214.

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Abu Bakar, Hassan, and Che Su Mustaffa. "Organizational communication in Malaysia organizations." Corporate Communications: An International Journal 18, no. 1 (January 25, 2013): 87–109. http://dx.doi.org/10.1108/13563281311294146.

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Peterson, Mark F., and David C. Thomas. "Organizational behavior in multinational organizations." Journal of Organizational Behavior 28, no. 3 (2007): 261–79. http://dx.doi.org/10.1002/job.442.

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Moghadam, Sirous Korahi, and Mohammad Roshanfekr. "Learning organizations with an analysis of the role of leaders in learning organizations." International Journal of Business and Management Review 11, no. 2 (February 15, 2023): 29–35. http://dx.doi.org/10.37745/ijbmr.2013/vol11n22935.

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Organizers were already living in a stable environment and future events were the least predictable. Where managers could plan in certain circumstances. But today's rapidly changing environment. Increasing competition and complexity of the business environment is one of the characteristics of modern business. Rapid and significant changes in the field of science and technology increasingly affect the process of human society. The other traditional organizations are not able to keep pace with these changes and chances of survival is the only organization that is able to continuously adapt to changes in their environment. But such organization and environment, key to winning leader in the development of collective intelligence is the ability of your team, maintain alignment and the energy in the organization's members. Finally, efforts to customer satisfaction. In fact, such a manager to the more recent concept, as "the organization" leads. The present study investigated the necessity of creating a learning organization in the world today. First, the definition of these organizations deal and then causes, evolution, leadership, obstacles and causes of disability in learning organizations to consider.

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Wibowo, Tangguh Okta, Khairul Syafuddin, and Maria Advenita Gita Elmada. "Twitter as Potential Medium for Organization: Constructing Green Messages on Twitter." Jurnal Riset Komunikasi 6, no. 1 (February 9, 2023): 44–57. http://dx.doi.org/10.38194/jurkom.v6i1.771.

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This study examines the topic of environmental sustainability, which is currently emphasized by governments and organizations. How do organizations, in particular, utilize the term "green" to designate their products and services? A green label plays a crucial role in establishing a favorable reputation for an organization, allowing it to be identified as a promoter of environmental sustainability. This study explores the utilization of the green concept on Twitter deeper. Utilizing the Netlytic program, tweets containing the terms "green" or "environmental" are submitted to a content analysis. This study shows, using collected data, that Twitter is utilized as a "technology weapon" to promote the organization's image. By accommodating digital traces by users on Twitter, researchers see a "digital space" formed to be utilized as a space for organizations to produce content based on environmental communication. This information has consequences for the green labeling of an organization and enables the enhancement of a good image that adds value to the organization's reputation to establish itself as a pro-environmental organization. Important findings from this study suggest that Twitter could be utilized by organizations to improve their status on the map as a green organization.

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Otra-Aho, Ville Juhani, Jon Iden, and Jukka Hallikas. "The Impact of the Project Management Office Roles to Organizational Value Contribution." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 79–99. http://dx.doi.org/10.4018/ijitpm.2019100103.

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Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.

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Ahrne, Göran, and Nils Brunsson. "Organization outside organizations: the significance of partial organization." Organization 18, no. 1 (September 21, 2010): 83–104. http://dx.doi.org/10.1177/1350508410376256.

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Ramírez Segura, Juan Carlos. "Small organizations: complexity and organizational diversity. Case study of Mexican organizations." Gestión y Estrategia 39 (January 1, 2011): 97–101. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/2011n39/ramirez.

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Hejný, Martin. "Documenting Processes in Continuing Airworthiness Organizations." MAD - Magazine of Aviation Development 4, no. 20 (October 17, 2016): 26. http://dx.doi.org/10.14311/mad.2016.20.05.

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Activities in civil aviation organizations are affected by the growing number of requirements both from organizations’ customers as well as from regulatory authorities. The organizations are therefore encouraged to introduce and maintain an effective management system that will ensure achieving of desired objectives. In the area of continuing airworthiness there is a traditional approach to management represented by developing and maintaining organisation exposition, which is organised in accordance with guidelines provided by regulatory authorities. The expositions are therefore focused mostly on describing duties and responsibilities of organization’s departments instead of identifying processes from their inputs to outputs. We can say that the processes are hidden by organization structure creating barriers between individual departments. The issue described above can be addressed by implementing business process management approach which can be supported by number of software applications enabling the organization to clearly identify and organize its processes, workflow, responsibilities and finally its objectives including regulatory requirements to be met. This article introduces a brief methodology for implementing business process management in continuing airworthiness organizations using a commercially available business process modelling tools. By using the methodology the organization can create clear process documentation which can be distributed to all its employees showing their responsibilities in relation to company objectives and processes. With the business process management fully implemented and the approval of competent authority, the process documentation can supplement or even replace the traditional organization’s textual expositions, operations manuals or internal directives.

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Atef, Mohsen. "Organization Buying Behavior in Qutar Organizations." Journal of King Abdulaziz University-Economics and Administration 1, no. 1 (1988): 31–53. http://dx.doi.org/10.4197/eco.1-1.4.

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Ahrne, Göran, Nils Brunsson, and David Seidl. "Resurrecting organization by going beyond organizations." European Management Journal 34, no. 2 (April 2016): 93–101. http://dx.doi.org/10.1016/j.emj.2016.02.003.

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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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Bednarska-Wnuk, Izabela. "Strategic approach for Polish organizations to implement intraorganizational mobility of employees." International Journal of Contemporary Management 58, no. 3 (September 1, 2022): 1–10. http://dx.doi.org/10.2478/ijcm-2022-0008.

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Abstract Background The importance of intraorganizational mobility of employees (IME) is one of the challenges currently faced by modern organizations, especially in the face of a changing and unpredictable environment. This situation requires organizations to re-code and re-focus on building an employee-friendly environment. One element of this environment may be IME, which, if included in the organization's strategy, gives it an opportunity to use and enhance the potential of its employees. Research aims The aim of this paper is to present the relationship between intraorganizational mobility and the intraorganizational mobility strategy of modern organizations. The article also includes a search for answers about the organization of such a strategy in terms of its scope for planning and evaluation. It was assumed that a strategic approach to the use of intraorganizational mobility is linked to the nature of the organization and the existence of such procedures. Methodology This study is empirical in nature. The research was conducted in 2020 in 401 Polish organizations (medium and large). The research method included a diagnostic survey using an on-line questionnaire. Persons holding the position of HR Specialist or HR Manager in a given organization were directly responsible for completing the questionnaires. Findings The results revealed that only one-third of the organizations surveyed have a strategy in place for intraorganizational mobility. Those organizations that have procedures in place embedded in a strategy are far more likely to make such decisions in a planned manner. Furthermore, it was found that having a strategic approach to intraorganizational mobility is not related to the nature of the organization. Originality This article makes a significant contribution to the area of research on the importance of internal employee mobility in an organization and its relation to the organization's strategy.

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Parshak, Olexander. "Training Program "Psychology of the Commercial Organization Staff's Attitude Towards Money"." Організаційна психологія Економічна психологія 4, no. 21 (December 23, 2020): 82–96. http://dx.doi.org/10.31108/2.2020.4.21.8.

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Introduction. Commercial organizations' efficiency can be improved, among other ways, through the formation of staff's harmonious attitude towards money and staff's active participation in the development and implementation of the organization's monetary policies. Aim: to develop the content and design of the training program for the formation of commercial organization staff's harmonious attitude towards money. Methods. The technological approach by L. Karamushka and a number of interactive techniques (unfinished sentences, "brainstorming", small-group work, group discussions, role-playing games, work with Internet resources, psychological workshops, creative homework, etc.) aimed at organizing trainees' joint activities and communication. Results. The author has proposed a 56-hour-long training program "Psychology of the Commercial Organization Staff's Attitude Towards Money", which includes the following five training sessions: "The Concept of Money and Their Role in Commercial Organization Staff's Life", "The Impact of the Commercial Organization Staff's Organizational and Psychological Characteristics on Staffs' Attitudes towards Money", "The Commercial Organizations' Organizational and Psychological Characteristics that Affect Commercial Organization Staff's Attitudes towards Money", "Commercial Organizations' Monetary Policy: it Content and Organizational and Psychological Problems", "The Main Directions of Commercial Organizations' Monetary Policies." Conclusions. The proposed training program can be used for commercial organization staff's psychological training as well as in shaping and pursuing monetary policies of commercial organizations.

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Guo, Chao, and Gregory D. Saxton. "Speaking and Being Heard: How Nonprofit Advocacy Organizations Gain Attention on Social Media." Nonprofit and Voluntary Sector Quarterly 47, no. 1 (June 12, 2017): 5–26. http://dx.doi.org/10.1177/0899764017713724.

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The social media era ushers in an increasingly “noisy” information environment that renders it more difficult for nonprofit advocacy organizations to make their voices heard. How then can an organization gain attention on social media? We address this question by building and testing a model of the effectiveness of the Twitter use of advocacy organizations. Using number of retweets and number of favorites as proxies of attention, we test our hypotheses with a 12-month panel dataset that collapses by month and organization the 219,915 tweets sent by 145 organizations in 2013. We find that attention is strongly associated with the size of an organization’s network, its frequency of speech, and the number of conversations it joins. We also find a seemingly contradictory relationship between different measures of attention and an organization’s targeting and connecting strategy.

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Toropova, Irina Semenovna. "MODERN ASPECT OF INTERNAL CONTROL AND AUDIT IN RUSSIAN FEDERATION." Scientific Bulletin: finance, banking, investment., no. 3 (52) (2021): 31–41. http://dx.doi.org/10.37279/2312-5330-2020-3-31-41.

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The conduct of financial and economic activities of organizations, both budgetary and commercial, is associated with possible risks of non-compliance with the current legislation, making unreasonable management decisions by the top and middle management, which leads to reputational and financial losses. In order to forestall financial and reputational losses, organizations form an internal control system. In the Russian Federation, the formation of normative and legislative regulation of the organization and conduct of internal financial control and audit is taking place, both in relation to commercial organizations and organizations of the budgetary sphere. The article examines the order of organization, types, tasks of internal control and audit in various organizations. The organization of internal control and audit is considered in the article through the prism of legal regulation of this area in the Russian Federation and international regulations. The internal audit system, as an obligatory element of the management system, has been introduced in the banking sector and for public sector organizations. For commercial organizations, this issue is left to the management of the organization and the creation of an internal audit service is optional. The regulatory and legislative framework of the organization and methods of conducting internal control for organizations have been studied. The approaches to the organization and conduct of internal control have been investigated from the point of view of orientation towards possible risks. Based on the results of the study, the article concludes that the presence of an effectively functioning internal control system, which is based on an assessment of possible risks, contributes to an increase in the efficiency of the organization, the prevention of cases of fraud by the organization’s personnel, and an increase in the reliability of accounting, tax and other types of reporting

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Abduraimova, Maftunakhon. "METHODOLOGY OF AUDITING INSURANCE ORGANIZATIONS." Economics and education 24, no. 1 (February 28, 2023): 238–44. http://dx.doi.org/10.55439/eced/vol24_iss1/a36.

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Based on the characteristics of insurance organizations, this article considers the processes of organizing accounting and, as a result, organizing audits. Also, the article describes the procedure of accounting of insurance organizations, analysis processes, comprehensive assessment of insurance organization's activities, the concept of insurance audit according to international practice. In addition to the above, the article provides a comparative opinion of scholars on financial reporting. Organization of audits in insurance organizations, application of analytical procedures for generalization of audit results, and results of effective audits were discussed. In addition, the article provides important conclusions and practical recommendations on the methodology of auditing insurance organizations, thereby revealing the essence of the scientific article

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Bothra, Raunak. "Employer Brand Building for Effective Talent Management." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (May 24, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem34549.

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In today's increasingly competitive and complex business environment, organizations are placing greater emphasis on meeting their talent management needs. Attracting and retaining the right talent has become paramount, leading organizations to develop and project a brand image that reflects their values and philosophy. This process, known as employer branding, draws on principles from marketing and branding literature to position the organization as an employer of choice. Employer branding not only helps attract experienced employees but also serves as an enabler for internal brand building efforts within the organization. By creating a positive and compelling brand image, organizations can cultivate brand ambassadors who further enhance the organization's reputation as an employer of choice. Successfully managing employer branding requires a comprehensive approach and the commitment of all stakeholders within the organization. When executed effectively, employer branding can have a significant impact on talent management outcomes. This paper reviews existing literature to understand the influence of employer branding on talent management, explores strategies for branding organizations, and examines how global organizations leverage effective branding to attract and retain top talent.

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DOBNI, C. BROOKE. "THE RELATIONSHIP BETWEEN AN INNOVATION ORIENTATION AND COMPETITIVE STRATEGY." International Journal of Innovation Management 14, no. 02 (April 2010): 331–57. http://dx.doi.org/10.1142/s1363919610002660.

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The strategy chosen in organizations is related to several factors including the organization's mission, objectives, resources, and its innovation orientation. Using a sample of Canadian organizations, this study examines the relationships between an organization's innovation orientation and the types of competitive strategies they pursue. An innovation orientation describes how innovative an organization is and the results suggest that such an orientation provides a context for the implementation of proactive growth-based strategies. Organizations that possess high innovation orientations engage in value creation strategies such as market segmentation, developing new products/services for new markets, and product or service customisation. Those organizations possessing low innovation orientations generally practice less aggressive and internally focused strategies, de-emphasising such things as customer service, brand reputation, and co-operation based strategies such as joint ventures and alliances.

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Robescu, Ofelia, and Alina-Georgiana Iancu. "The Effects of Motivation on Employees Performance in Organizations." Valahian Journal of Economic Studies 7, no. 2 (December 1, 2016): 49–56. http://dx.doi.org/10.1515/vjes-2016-0006.

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Abstract Society since ancient times faced with a weak involvement of human resources in organizations. Therefore motivating employees became today an important objective for organizations that want to remain viable on the market today. Motivation of human resources in the organization will bring extra performance to the manager that hopes to reach the organization's goals.

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Baber, William R., Andrea Alston Roberts, and Gnanakumar Visvanathan. "Charitable Organizations' Strategies and Program-Spending Ratios." Accounting Horizons 15, no. 4 (December 1, 2001): 329–43. http://dx.doi.org/10.2308/acch.2001.15.4.329.

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Analysis in this study demonstrates how differences in strategy can be incorporated into evaluations and comparisons of financial statements of charitable organizations. The ratio of program spending to total spending, a metric commonly used in practice to evaluate charities, is the focus of the analysis. Our approach involves classifying charities according to how they access markets for donated resources and then using regression analysis to predict an organization's program-spending ratio, given the organization's strategic choice, size, and charitable objective. We then compare the predicted ratio to the organization's actual ratio to identify candidates for further review and investigation. In doing so, this paper illustrates how considering strategic choice enhances the analysis of financial statements of charitable organizations and informs assessments of organization effectiveness.

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Marques, Maria da Conceição da Costa. "PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL." Problems of Management in the 21st Century 17, no. 1 (December 20, 2022): 48–62. http://dx.doi.org/10.33225/pmc/22.17.48.

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In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value. In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements. Keywords: Performance appraisal, evaluation, human resources, organization, management

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Abdullayev, Aybek Nazarbayevich. "Organization Of Accounting In Organizations Of The Non-Governmental Education System." American Journal of Management and Economics Innovations 3, no. 06 (June 10, 2021): 130–37. http://dx.doi.org/10.37547/tajmei/volume03issue06-20.

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The article discusses the procedure, stages of organization of accounting in business entities providing non-governmental educational services and the parties involved in this process. The article also examines the responsibilities of the participants in the organization of the account, the organizational, technical and methodological aspects of this process.

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Straker, Karla, and Erez Nusem. "Designing value propositions: An exploration and extension of Sinek’s ‘Golden Circle’ model." Journal of Design, Business & Society 5, no. 1 (March 1, 2019): 59–76. http://dx.doi.org/10.1386/dbs.5.1.59_1.

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Organizations feel compelled to tell us ‘what’ they do, without first explaining ‘why’ they do it. Part of the design process is first understanding the need (the why) before focusing on the outcome (the what). An organization’s ‘why’, if successful, can inspire employees and customers to buy-in long term, by resonating on a deeper, emotional level. Sinek’s ‘Golden Circle’ concept has been used to analyse 100 organization’s value propositions across sixteen industries to understand how they are currently communicating their what, how and why. Findings revealed that only 24 per cent of organizations expressed their ‘why’ explicitly compared to the how and what results. This article provides organizations with the tools to better understand their value through an iterative design process, providing an opportunity for organizations to develop their ‘why’ from the inside out. This article explains why the analysis of an organization’s value proposition should be the focus of what should be driving strategy decisions and communicated throughout the organization.

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Urbancová, Hana, Katarína Stachová, and Zdenko Stacho. "Methods of Recruitment in the Czech and Slovak Organizations." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 63, no. 3 (2015): 1051–60. http://dx.doi.org/10.11118/actaun201563031051.

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In the existing highly competitive environment, every organization’s goal is to hire quality employees. To be able to acquire quality employees, the HR processes related to employee hiring must be conducted properly within the organization. This paper uses primary research to identify and assess recruitment methods used by organizations in the Czech Republic and Slovakia, taking the employer’s brand building into account. The research was conducted on the basis of a questionnaire distributed among Czech (n = 364) and Slovak (n = 340) organizations. The results showed that employers in the Czech Republic most frequently present themselves to potential candidates via their organizations’ websites (43.7%), positive references (38.7%) and media advertisements (32.4%). A similar ranking obtains for Slovakia. Organization websites are used 47.5% of the time, positive references 42.5% of the time and media advertisements 33.2% of the time. In both countries, employees are hired for managerial positions primarily using the organization’s own resources, promoting the building of the employer’s brand.

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Dehbid, Mehdi, and Ayeh Vilkey. "Strategic Marketing Management with Japanese Management Approach." Journal of Politics and Law 9, no. 10 (November 30, 2016): 172. http://dx.doi.org/10.5539/jpl.v9n10p172.

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<p>Extensive and comprehensive political, economics, technological differences and related crisis have caused organizations to encounter many challenges in directing activities and maintaining their position in a competitive environment. Strategic management is known as an efficient solution for institutes in dynamic environments.</p><p>Strategic marketing management determines and plans marketing strategies and implements them with a clear understanding of the organization`s mission, the assessment of environmental factors, checking the organization’s situation, and exploring opportunities in the market.</p>Strategic management process is a guidance to execute organization activities besides organization type or size. This process can be used by organizations in terms of marketing. The basic steps of strategic marketing management are similar for all types of organizations like organizations related to manufacturing industries, while importance of each step is different to others depending on effective environmental factors on the institute. In the present paper, these steps and some examples of their application are explained.

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Eilstrup-Sangiovanni, Mette. "Death of international organizations. The organizational ecology of intergovernmental organizations, 1815–2015." Review of International Organizations 15, no. 2 (December 15, 2018): 339–70. http://dx.doi.org/10.1007/s11558-018-9340-5.

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Rayhan Mohammedi, Saad Ali. "The Impact Of Social Responsibility Drivers On Organizational Excellence Of Government Colleges." Iraqi Administrative Sciences Journal 2, no. 3 (September 30, 2018): 61–93. http://dx.doi.org/10.33013/iqasj.v2n3y2018.pp61-93.

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The evaluation of the performance of business organizations is no longer limited to their financial performance or the achievement of their other objectives, but rather extends to the obligations and responsibilities of these organizations towards society in a complex and competitive environment. The Organization's practice of activities of a social nature is a voluntary ethical obligation to society and creates a state of interaction between Organization and its environment. Social responsibility has thus become one of the main objectives of business organizations and is taken into account in formulating the Organization's vision and mission as an objective that the Organization seeks to achieve and no less important than the Organization's goal of achieving profits and maximizing resources. As for the above, the current research dealt with four axes. The first axis dealt with the research methodology, the second axis dealt with the theoretical framework of the research, the third axis dealt with the results of the research, the fourth axis included the main conclusions and recommendations reached by the research

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Daas, Piet, Wolter Hassink, and Bart Klijs. "On the Validity of Using Webpage Texts to Identify the Target Population of a Survey: An Application to Detect Online Platforms." Journal of Official Statistics 40, no. 1 (March 2024): 190–211. http://dx.doi.org/10.1177/0282423x241235265.

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A statistical classification model was developed to identify online platform organizations based on the texts on their website. The model was subsequently used to identify all (potential) platform organizations with a website included in the Dutch Business Register. The empirical outcomes of the statistical model were plausible in terms of the words and the bimodal distribution of fitted probabilities, but the results indicated an overestimation of the number of platform organizations. Next, the external validity of the outcomes was investigated through a survey of the organizations that were identified as a platform organization by the statistical classification model. The response by the organizations to the survey confirmed a substantial number of type-I errors. Furthermore, it revealed a positive association between the fitted probability of the text-based classification model and the organization’s response to the survey question on being an online platform organization. The survey results indicated that the text-based classification model can be used to obtain a subpopulation of potential platform organizations from the entire population of businesses with a website. This subpopulation may form a good starting point to study platform organizations in more detail.

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Kohno, Yoshihiro, Yukihiro Masuda, Hironori Nagahashi, Kazuaki Tanaka, and Kuniyuki Tashiro. "Form Development for Self-Rating an Organization’s Vulnerability and Resilience to Disruption." Journal of Disaster Research 7, no. 4 (June 1, 2012): 392–407. http://dx.doi.org/10.20965/jdr.2012.p0392.

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Recently organizations such as enterprises, governments and nonprofit organizations have been increasingly demanded to develop a Business Continuity Management System (BCMS). For developing a BCMS, it is indispensable to grasp the current state of the organization concerned quantitatively, but no effective method for such quantitative evaluation has been established. This paper presents one example of the evaluation indexes, focusing on organization’s vulnerability and resilience to disruptions. And by introducing the prototype of self-rating form adopting the evaluation indexes, this paper attempts to make the current state of the organization concerned on them more graspable. The objective of this study lies in promotion of evaluation of the current state of organizations and continuous improvement of preparedness for the possible disruptions in order to realize the more resilient organization.

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KOREMURA, Yuka, Shoken SHIMIZU, and Rieko HOJO. "Organizational Performance Management for Optimizing Organizations." Proceedings of Mechanical Engineering Congress, Japan 2020 (2020): W17204. http://dx.doi.org/10.1299/jsmemecj.2020.w17204.

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Ratnapalan, Savithiri, and Elizabeth Uleryk. "Organizational Learning in Health Care Organizations." Systems 2, no. 1 (February 24, 2014): 24–33. http://dx.doi.org/10.3390/systems2010024.

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Theodore, John. "Organizational Development Interventions In Learning Organizations." International Journal of Management & Information Systems (IJMIS) 17, no. 1 (December 31, 2012): 65. http://dx.doi.org/10.19030/ijmis.v17i1.7591.

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The purpose of this article was to demonstrate that organizational development interventions in key areas of learning organizations assist to further develop such organizations because they are open systems and accustomed to planned changes. Therefore, their resistance to planned developmental changes is limited in comparison to non-learning organizations that are not accustomed to this process. The ultimate goal of organization development is to make the organization more open and more adaptive through increases in capability and potential in order for it to continue making such planned change efforts on an action orientation basis. Learning organizations are viable and vital means for developing an organizations culture of high performance learners who become transformed people much better adapted to get results that affect the bottom line and the quality of life in their organizations. The author of this article focused organizational development interventions on a number of key areas in learning organizations which are: human resources policies and procedures, evaluation of human resources, structure and design, training and development of human resources, communication, and leadership. In this article, the above cited areas are referred to as concentrations. The organizational development intervention process consists of the diagnosis in order to identify the elements to be evaluated in the areas of concentration; the presentation of the results of the diagnoses in proposals for the implementation of the results; and the implementation through planned change efforts.

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Petkovicć, Mirjana, and Ana Aleksić Mirić. "MANAGING ORGANIZATIONAL KNOWLEDGE WHILE DOWNSIZING ORGANIZATIONS∗." Tourism and hospitality management 15, no. 2 (2009): 257–65. http://dx.doi.org/10.20867/thm.15.2.9.

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In this paper we investigate potential influence of organizational downsizing on organizational knowledge and learning. We discuss organizational downsizing in order to show that in large it is an issue of organizational design, and as such, managerial activity that must be coordinated with another - managing organizational knowledge. From this standpoint, we theorize that if these two managerial activities are not coordinated, organizational downsizing can lead to uncontrolled knowledge leakages, which can show to have unforeseen effects on organizational well-being in long term.

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Journal articles on the topic 'Organizations'

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