Relevant bibliographies by topics / Sustainable organizational change

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

Academic literature on the topic 'Sustainable organizational change'

Author: Grafiati
Published: 30 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Sustainable organizational change"

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Durmaz, Vildan. "ORGANIZATIONAL CHANGE FOR THE ENVIRONMENTALLY SUSTAINABLE AIRPORT MANAGEMENT." EMAJ: Emerging Markets Journal 1, no. 2 (November 18, 2011): 13–20. http://dx.doi.org/10.5195/emaj.2011.9.

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Air transportation industry is a globally growing industry. As an inseparable part of this industry, airport management is also becoming more crucial issue to be dealt with. Airports offer economic and social benefits to the society, but also environmental impacts of airport operations are increasing due to high traffic growth. While airport capacity is increasing, airport operators are being responsible for mitigating environmental constraints. Today to implement airport environmental management system is seen as a critical way of solution. To ensure effective implementation of this system, an organizational change with definite roles, responsibilities and structure are needed. This study illustrates a way of organizational response to market forces and national regulations guiding the achievement of sustainable airports by determining the structure and the roles in an airport organization.
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Kirby, Deborah. "Changing the nature of organizational change." Strategic HR Review 18, no. 4 (August 12, 2019): 155–60. http://dx.doi.org/10.1108/shr-05-2019-0036.

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Purpose Although organizational change management has become a permanent practice, failure thrives at a rate of 50 per cent to 75 per cent and has done so for nearly 40 years. Executives and consultants continue to plow the same path of “change,” sowing the same seeds, yet somehow expecting a different crop to grow; it is not for a lack of good intention or sincere effort to improve the organization. This paper is meant to challenge and inspire researchers, consultants and particularly organizational leaders and members toward liberating themselves from fixed ways of thinking to reimagine change as natural and ongoing rather than episodic – essential in an era of constant flux. Design/methodology/approach A critical analysis of wide-ranging literature related to the genesis of the organization, organization theory, culture, metaphor and change revealed four unfavorable conditions, making attempts at sustainable change nearly impossible. Findings An organization’s unconscious and habitual thought-action patterns considerably contribute to creating four unfavorable conditions for change. Understanding this context is essential before initiating change efforts. Reorienting change from an analytical to a relational paradigm and disrupting linear, prescriptive thinking makes way for emergent, cooperative and inclusive efforts to induce sustainable, transformational change. Originality/value This research sheds a different light on what makes sustainable organizational change elusive and offers strategic human resource managers a new perspective on the nature of change.
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Schneider, Benjamin, Arthur P. Brief, and Richard A. Guzzo. "Creating a climate and culture for sustainable organizational change." Organizational Dynamics 24, no. 4 (March 1996): 7–19. http://dx.doi.org/10.1016/s0090-2616(96)90010-8.

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Posthuma, Anne Caroline. "ORGANIZATIONAL INNOVATION IN ZIMBABWE: THE VIABILITY OF SUSTAINABLE CHANGE." IDS Bulletin 24, no. 2 (April 1993): 10–18. http://dx.doi.org/10.1111/j.1759-5436.1993.mp24002002.x.

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Miller, David. "Building sustainable change capability." Industrial and Commercial Training 36, no. 1 (January 2004): 9–12. http://dx.doi.org/10.1108/00197850410516058.

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Patora-Wysocka, Zofia, and Łukasz Sułkowski. "Sustainable Incremental Organizational Change—A Case of the Textile and Apparel Industry." Sustainability 11, no. 4 (February 20, 2019): 1102. http://dx.doi.org/10.3390/su11041102.

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The article is aimed at working out a comprehensive perspective on sustainable incremental change in organizations from a practice-based approach. That perspective presents everyday routine organizational practices as loci of sustainable organizational change. The research conducted reveals sustainability aspects that influence incremental change in the product development cycle in textile and apparel enterprises. The short life cycle of textile and apparel products challenges the multiplicity of sustainability aspects in that industry. The sequential procedure of mixing quantitative and qualitative methods was applied. A quantitative study was followed by qualitative research that was aimed at gaining an idiographic perspective. The statistical procedure was applied to determine the associative relationships between sustainable dynamizing factors and practice variability in textile and apparel enterprises. The influence factors were further explored as part of in-depth qualitative research. The qualitative research referred to three main aspects of sustainable practices at the initial production stage (sustainable water use), the last stages of the textile and garment life cycle (disposal and recycling of unwanted materials), and value (co)creation in the apparel industry. The results put emphasis on spontaneous vs. purposive activities in sustainable practice.
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JANISZEWSKI, Adam. "Organizational responses to sustainable development challenges – conditions & consequences." Scientific Papers of Silesian University of Technology. Organization and Management Series 2021, no. 150 (2021): 29–46. http://dx.doi.org/10.29119/1641-3466.2021.150.3.

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Purpose: The aim of the paper is to discuss assumptions that stand behind the idea that, in order to analyze a way in which organizations are willing to respond to environmental challenges, it is necessary to consider how the diffusion of knowledge related to sustainable management practices can impact on decision making dependent on managers’ cognitive frames. The analysis is focused on the sensemaking process initiated by a necessity to make a decision on whether to engage in a sustainability project involving steps to be made to protect natural environment. The attention is paid to its possible realization dependent on cognitive frames used by decision makers. This way of analysis allows for better understanding of factors which may hinder enterprises from implementing sustainability idea. In the paper current literature related to the topic is reviewed and next selected issues considered as critical for understanding the matter are described and discussed. Design/methodology/approach: Theoretical analysis is conducted and the key assumptions of critical realism related to ontological and epistemological dimensions are implemented. The importance of abductive way of thinking is outlined. Findings: In general, it is argued that managers who are more likely to accept paradoxical nature of challenges related to the implementation of sustainability tools should find it more useful to follow multidimensional paths through which they may reach stakeholders. It is also presented that in order to show how decisions as to implement the sustainability idea can be made, it is necessary to take into account consequences that are to arise from the fact that attitudes towards sustainability management are influenced by historical conditions. Because of the wide array of actors who may contribute to the successful implementation of the sustainability idea, it is predicted that different cognitive approaches should be used. The arguments that are provided appear to also prove that it is useful to consider deeply relations among sensemaking process and cognitive frames used by managers. Originality/value: The paper includes an authorial analysis in which conclusions are inferred based on hitherto conducted research and formulated research propositions related to sensemaking process, cognitive aspects of making decisions as well as to issues of building legitimacy in the light of environmental challenges which modern enterprises need to deal with. The analysis can provide decision makers with some new insights as to why they make decisions as they used to, which next should allow them to change their habits
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Stokes, Peter, and Phil Harris. "Micro‐moments, choice and responsibility in sustainable organizational change and transformation." Journal of Organizational Change Management 25, no. 4 (June 29, 2012): 595–611. http://dx.doi.org/10.1108/09534811211239245.

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Bravo, Jesus, Mark Manfredo, Philllip Manno, and Rafael Canero Leon. "Water Markets and Sustainable Water Use: Assessing Readiness for Organizational Change." Academy of Management Proceedings 2012, no. 1 (July 2012): 12497. http://dx.doi.org/10.5465/ambpp.2012.163.

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Brown, Rebekah R. "Local Institutional Development and Organizational Change for Advancing Sustainable Urban Water Futures." Environmental Management 41, no. 2 (November 20, 2007): 221–33. http://dx.doi.org/10.1007/s00267-007-9046-6.

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Dissertations / Theses on the topic "Sustainable organizational change"

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Sharma, Aarti. "Multi-stakeholder organising for sustainability a dissertation submitted to Auckland University of Technology in fulfilment of the requirements for the degree of Doctor of Philosophy (PhD), 2007." Abstract. Full dissertation, 2007.

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Adhanom, Abraham. "Transforming Christian Schools Using Sustainable Model of Organizational Change and Performance Improvement." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2777.

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Organizational failure in Christian schools is a common phenomenon affecting millions of families in the United States. In the past 2 decades alone, more than 200 Christian schools closed each year; and many continued to struggle for survival. This trend presented significant challenge for the sustainability of faith-based schools that serve over 10% of grade-level students in the country. The purpose of this study was to examine internal and external factors impacting the performance of Christian schools and analyze existing theories of institutional effectiveness leading to the development of a sustainable framework. The research question addressed what type of organizational change and performance improvement model is suitable for Christian schools. A total of 32 participants from 5 schools with roles varying from students, alumni, parents, teachers, administrators, board members, and industry experts were interviewed using purposeful sampling method based on their demonstrated leadership capacities. Grounded theory was used for data analysis in categorizing responses using keywords, and synthesizing functional themes that lead to generate the theoretical framework. The result of the study was manifested as The CONCORD Model, featuring an integration of the core attributes of efficacy including academic excellence, visionary leadership, streamlined business processes, socio-cultural diversity, dynamic resource development, and community outreach and networking initiatives. The outcome of the study fills a void in existing literature by presenting a sustainable model for organizational leadership, strategic management, and efficient operations for Christian schools. The model can also be extended to serve transformational initiatives in related nonprofit institutions to impart positive social change and a brighter future for communities that value faith-based education and service for the common good.
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Magubane, Nokuzola. "An evaluation of change communication in ensuring the sustainability of change at Barclays Africa's first "green" building." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1017517.

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The purpose of the study was to conduct an evaluation on the effectiveness of the change communications distributed to the occupants of Barclays Towers West, Barclays Africa‟s first green building, in ensuring the sustainability of the change after the move into the building. In addition, recommendations are made to improve the change communications directed towards the building occupants to ensure the sustainability of the change and for future moves to green buildings. The research paper is made up of the following three distinct sections: Section One – Evaluation Research Report: this section outlines the organisational and research context for the study, the objectives of the research and rationale for conducting the research. A brief overview of the key theories and models on change communication that were utilised in the study are discussed, and definitions of important terms are presented. The research methodology is also described which includes an explanation on the evaluation research approach utilised as well as the use of both qualitative and quantitative data in the study. In addition, the results from the research conducted are presented, based on three data collection methods utilised: document analysis, semi-structured interviews and a survey. The results are then analysed and discussed in relation to the literature reviewed on change communication. Recommendations are made on improvements that can be made to the change communications to ensure the sustainability of the change. Section Two – Literature Review: the literature, theories and important concept definitions of organisational change management, change sustainability, change communication and green buildings which are relevant for the research topic and have been used as the theoretical base of the study are explored in this section. A key component of the literature review is the description of the change communication theories and models: communication theory, Armenakis, Harris and Field (2007) Model, and the Barrett (2002) Model. An understanding of the theories and models is imperative, as the effectiveness of the change communications after the move into Barclays Towers West is assessed based on the elements of the change communication theories and models. Section Three – Research Methodology: the research methodology for the study is described in this section. Specifically, the research aims and objectives, the research paradigm, the population and sampling, data collection, data analysis and ethical considerations are outlined. A key component of the section is the explanation on how the data was collected and analysed in the study and the sequence. The post move communications and artefacts and meeting presentations were collected first. The qualitative data was analysed and used to determine the questions for the semi structured interviews. Semi-structured one on one interviews were then conducted. The qualitative data and the change communication theories and models used in this study were used to determine the questions for the online survey. An online survey tool was used to administer a predominantly five point Likert scale questionnaire with an invitation to participate emailed to the building occupants. The quantitative data was analysed using descriptive statistical analysis. Research Findings: The key research findings revealed that the messages communicated to the occupants after the move into the building have been mainly focused on operational matters and rarely on educating occupants on the green aspects of the building. A large majority of the survey respondents were aware of the building facilities, details and required behaviour. However it was found that the occupants, Line Managers and Senior Management are not displaying the required behaviour for a green building and do not know how to use some of the building facilities. A major gap was found in communicating with people moving into the building. In addition it was found that some of the information communicated to occupants is outdated. Written communications are used extensively and face to face communication is rarely used to communicate with the occupants. As a result, a number of changes are required to improve the effectiveness of the change communications to the occupants of Barclays Towers West. The improvements include communicating to new occupants; utilising additional communication channels; focusing communication messages on educating occupants on the strategic objectives for the building; rationale for building features and facilities; how to use the facilities and the impact of their behaviour on the building objectives being achieved.
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Schoeman, H. S. "Enabling sustainable growth through the transformation of Sasol Synfuels from good-to-great." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50338.

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Thesis (MBA)--Stellenbosch University, 2005.
ENGLISH ABSTRACT: The current transformation of Sasol Synfuels in enhancing overall business performance and realising organic growth is assessed. The framework for the assessment is based on the ideas expressed by Collins (2001), supplemented by other ideas found in the literature relevant to business performance improvement within manufacturing organisations. Gaps and opportunities are identified within the context of three of the Synfuels strategic elements of operations excellence, worldclass people and leveraging technology. Improvement areas identified are the further development of transformational leadership, reduction in fixed costs to ensure more flexibility and reduction in the current size of Synfuels. The development of transformational leadership needs to be extended to create fanatically driven, sheer workmanlike diligence, as well as determination and tenacity creating a culture of a strong disciplined work and performance ethic. Reducing fixed costs to enhance profitability can be achieved by applying risk-reward agreements and application of value based management principles to enhance the understanding amongst all employees of the value drivers of the Synfuels business model. A reduction in the size of Synfuels to facilitate easier change management and a stronger focus on delivering the same business results through the employment of fewer resources is also recommended. Barriers to achieving operations excellence identified are a lack of management consensus and underestimation of the task required to internalise the change management process. Neglecting the basics in achieving the fundamental manufacturing output elements and resistance to daily discipline are identified as the main focus areas. It is further recommended to establish a culture of discipline where employees are allowed to function effectively within the proposed framework of disciplined people, thought and action in combination with freedom to innovate and achieve growth in the business through constant adaptation as this is fundamental to enhancing the current performance of Synfuels.
AFRIKAANSE OPSOMMING: Die transformasie van Sasol Synfuels om die algehele besigheidsprestasie en realisering van organiese groei te weeg te bring is geevalueer. Die raamwerk vir die evaluasie is gebaseer op idees uitgespreek deur Collins (2001) en aangevul met ander idees soos gevind in literatuur relevant tot besigheidsprestasie verbetering in vervaardigingsorganisasies. Gapings en geleenthede is geidentifiseer om organiese groei teweeg te bring binne die konteks van drie van die Synfuels strategiese oogmerke van bedryfsuitnemendheid, wereld-klas mense en die benutting van tegnologie. Areas wat geidentifiseer is wat tot 'n verbetenng in die prestasie van Synfuels kan lei is die verdere ontwikkeling van transformasionele leierskap, vermindering in die vaste koste om meer buigsaamheid te verleen en om die organisasie se grootte te verminder. Die ontwikkeling van transformasionele leierskap moet uitgebrei word om professionele doelgerigtheid sterker te ontwikkel wat sal lei tot die skep van 'n sterk kultuur van werks-en prestasie-etiek, spesifiek gerig op drie gedragsaspekte om fanaties te dryf vir resulate, toegewyde harde werk en vasberadenheid, asook deursettingsvermoë. Verskillende wyses waarop vaste koste verminder kan word deur die toepassing van risiko-vergoeding beginsels en die toepassing van waarde gebaseerde bestuurstegnieke om die begrip van die ekonomiese beginsels van Synfuels se besigheid by alle werknemers te bevorder. Verder word ook voorgestel dat na maniere gekyk word om die grootte van Synfuels te verminder om makliker veranderingsbestuur en 'n meer doeltreffende fokus te plaas daarop om dieselfde besigheidsresultate met minder hulpbronne te behaal. Hindernisse in die bereiking van bedryfsuitnemendheid wat geidentifiseer is, is 'n potensiele gebrek aan konsensus by bestuur in terme van wat bereik moet word terwyl die taak van veranderingsbestuur onderskat word. Nalaat om aandag aan die basiese aspekte om vervaardigingsuitsette te behaal en weerstand teen daaglikse dissipline is ook aspekte waaraan aandag geskenk moet word. Dit word ook aanbeveel om 'n kultuur van dissipline te skep waarbinne werknemers toegelaat word om effektief te funksioneer binne die voorgestelde raamwerk van gedissiplineerde mense, denke en aksie in kombinasie met innoverende denke en deurlopende verbeteringsprosesse groei teweeg gebring deur deurlopend aan te pas aangesien dit fundamenteel is om die prestasie van Synfuels te verbeter.
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Karim, Sanaz. "Applying Systems Approach to Educational-Organizational Change : Improvement of an Interdisciplinary Program, Masters in Sustainable Development." Thesis, Uppsala universitet, Institutionen för biologisk grundutbildning, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-144408.

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After the introduction of the term,  sustainable development, a variety of  academicians from different disciplines tried to conceptualize it in their own way, drawing on these views, many different degrees but with similar titles have been established in many universities all around the world. Masters  program in  Sustainable Development  (MSD) at Uppsala University and the Swedish University of Agricultural Sciences (SLU) is one the most recent ones. Before starting this study, it was investigated that the expectations of the different actors in this program are not fulfilled completely. Presence of many different ideas and perspectives in addition to the high number of actors involved in the situation made the situation too complex to be fixed easily. Therefore, the Soft Systems Methodology (SSM), as an appropriate approach for improving complex problematic situations,  is  used to reform the organization of  the  MSD in coming years. The process of identifying the  challenges of this program and then  improving some of them in  practice  are described in this thesis. Alongside the  action phase, the applications of Systems Approach in transformation of Education for Sustainable Development (ESD) are explored.  It is investigated that three levels of learning, i.e. basic, meta-  and epistemic learning, and accordingly three levels of organizational change, i.e. the first, second and third order, need to be recognized, if an ESD program is to be different from the unsustainable trends of education.
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Karim, Sanaz. "Applying Systems Approach to Educational- Organizational Change - Improvment of an Interdisciplinary Program: : Master Program in Sustainable Development." Thesis, Uppsala universitet, Institutionen för geovetenskaper, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-150791.

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After the introduction of the term, sustainable development, a variety of academicians fromdifferent disciplines tried to conceptualize it in their own way, drawing on these views, manydifferent degrees but with similar titles have been established in many universities all around theworld.Masters program in Sustainable Development (MSD) at Uppsala University and the SwedishUniversity of Agricultural Sciences (SLU) is one the most recent ones. Before starting this study, itwas investigated that the expectations of the different actors in this program are not fulfilledcompletely. Presence of many different ideas and perspectives in addition to the high number ofactors involved in the situation made the situation too complex to be fixed easily. Therefore, theSoft Systems Methodology (SSM), as an appropriate approach for improving complex problematicsituations, is used to reform the organization of the MSD in coming years. The process ofidentifying the challenges of this program and then improving some of them in practice aredescribed in this thesis. Alongside the action phase, the applications of Systems Approach intransformation of Education for Sustainable Development (ESD) are explored.It is investigated that three levels of learning, i.e. basic, meta- and epistemic learning, andaccordingly three levels of organizational change, i.e. the first, second and third order, need to berecognized, if an ESD program is to be different from the unsustainable trends of education.
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Hall, David Edward. "Development and Validation of the Sustainability Climate Survey." PDXScholar, 2005. https://pdxscholar.library.pdx.edu/open_access_etds/2570.

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Motivated by an assumption of and concern about the unsustainable trajectory of modern human civilization, the purpose of this study was to develop a measurement tool to assist organizations striving to align their operations with principles of sustainability. The relevant context is established with consideration of the dimensions of environment, society and economy, as well as their interconnections, with an eye towards sustainability. Some of the challenges and opportunities presented to organizations by the current unsustainable trajectory are reviewed. The social constructs of culture and climate (organizational and psychological) are discussed as important to understand organizational life. I propose the notion of a sustainability climate to represent factors within the organization that are theorized as important for successfully integrating the principles of sustainability into organizational decision-making and routine behaviors. Items were developed to tap the theorized constructs and were administered to a population of university employees (N = 252). The study explored construct validity of these measures through exploratory factor analysis, assessment of internal consistency, convergent and divergent validity, and criterion validity. Results provide preliminary evidence for the reliability and validity of the sustainability climate factors (perceived top-management support, shared vision, employee involvement, rewards, sustainability norms), and factors of sustainability beliefs (personal understanding, supportive attitude, and positive engagement). These factors' power predicting the criteria, sustainability role expectations, sustainability role behaviors, and environmental stewardship demonstrates the potential to improve upon the instrument. Limitations of the present study are discussed and appropriate application of the Sustainability Climate Survey is explored.
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Snyman, Pamela Beatrice. "Sustainable competitive advantage through organisational leadership and learning in a service environment : a resource-based view." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/19882.

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Thesis(MPhil)--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: The determination of what the concept ‘sustainable competitive advantage’ means within a service environment and the consequent establishment of key resources within Pam Golding Properties and the role that leadership and the creation of a learning organisation play, formed the core of this study. The case study was therefore undertaken to glean relevant information from reality in order to determine which resources that can be described as intangible assets and competences contribute in a sustainable manner to the organisation’s competitive advantage in a dynamic and changing business environment. Existing and historical resources including leadership and learning within the organisation were identified by means of semi-structured interviews with a range of company executives. These resources were then assessed by means of questionnaires that were distributed to a wide range of stakeholders within the organisation in terms of value for the client, sustainability and transferability. These outcomes, in turn, provided the basis for conclusions and recommendations for future utility in order to maintain competitive advantage that would ultimately lead to sustained superior performance on all fronts. The findings that were made, culminated in a visual representation of leadership and organisational learning that form the core of the organisation and simultaneously illustrating their interdependence with the other key resources, namely organisational culture, the Pam Golding Properties brand, reputation, teamwork, relationships, systems and procedures, managers and agents. These resources form the essence of the organisation. The organisational culture within Pam Golding Properties that is representative of the core values of integrity, honesty, sincerity and service delivery was found to be the overall resource that provides the organisation with sustainable competitive advantage. This was closely followed by the value of the brand and reputation, teamwork and inter-personal relationships, the utilisation of efficient systems and procedures and the recruitment and retention of competent managers and agents. Organisational leadership was found to instil confidence in the organisation. A common, shared vision that is understood and underwritten by all employees is however lacking and change needs to be managed in such a way that the organisation’s core ideology is not compromised, but an envisioned future should be communicated throughout. The brand carries out the promise of the culture and core values, but can be tarnished if the reputation for service excellence is not upheld and it can lose credibility if expectations are not met. The brand thus needs protection from within and this can only happen if the people in the organisation share in the process of and toward an envisioned future. It was established that meaningful change presupposes continual improvement in a dynamic, yet sustainable organisation. It was therefore also recommended that a concerted effort be made to actively promote and strive towards the company becoming a true learning organisation in order to sustain its culture, brand, reputation and other intangible assets and competences. In the event that these and other recommendations in terms of resources are seriously considered and strived for by company leaders, this organisation should be an example to the rest of the world regarding sustainable competitive advantage.
AFRIKAANSE OPSOMMING: Die bepaling van wat die konsep ‘volhoubare mededingende voordeel’ beteken binne ‘n diensomgewing en die daaropvolgende vasstelling van sleutelhulpbronne binne Pam Golding Eiendomme en die rol wat leierskap en die skep van ‘n leerorganisasie speel, het die kern van hierdie studie gevorm. Die gevallestudie is dus onderneem om toepaslike inligting vanuit realiteit te werf, om sodoende vas te stel watter hulpbronne wat as ontasbare bates en bevoegdhede beskryf kan word, op ‘n volhoubare wyse tot die organisasie se mededingende voordeel bydra in ‘n dinamiese en veranderende sake-omgewing. Bestaande en historiese hulpbronne insluitend leierskap en leer binne die organisasie is geïdentifiseer by wyse van semi-gestruktueerde onderhoude wat met ‘n aantal uitvoerende lede van die maatskappy gevoer is. Hierdie hulpbronne is daarna deur middel van vraelyste wat aan ‘n breë reeks insethouers binne die organisasie versprei is, geëvalueer in terme van waarde vir die kliënt, volhoubaarheid en oordraagbaarheid. Hierdie uitkomste het weer die basis verskaf vir afleidings en voorstelle wat gemaak is ten opsigte van toekomsbruikbaarheid om mededingende voordeel te behou wat uiteindelik tot volhoubare superieure verrigting op alle fronte sal lei. Die bevindings wat gemaak is, het in ‘n visuele voorstelling van leierskap en organisasieleer gekulmineer, wat die kern van die organisasie uitmaak en tegelykertyd hul interafhanklikheid illustreer ten opsigte van die ander sleutelhulpbronne, naamlik organisasie-kultuur, die Pam Golding Eiendomme handelsnaam, reputasie, spanwerk, verhoudings, stelsels en prosedures, bestuurders an agente. Hierdie hulpbronne maak die essensie van die organisasie uit. Die organisasie-kultuur binne Pam Golding Eiendomme wat verteenwoordigend is van die kernwaardes van integriteit, eerlikheid, opregtheid en dienslewering het as die oorhoofse hulpbron uitgestaan wat die organisasie van volhoubare mededingende voordeel verseker. Dis gevolg deur die waarde van die handelsnaam en reputasie, spanwerk en inter-persoonlike verhoudings, die benutting van doeltreffende stelsels en prosedures en die werwing en retensie van bekwame bestuurders en agente. Daar is bevind dat organisasie-leierskap vertroue in die organisasie skep. ‘n Gemeenskaplike, gedeelde visie wat deur al die werknemers verstaan en onderskryf word, kom egter kort en verandering behoort op só ‘n wyse bestuur te word, dat die organisasie se kern-ideologie nie onder verdenking gebring word nie, maar ‘n gevisioneerde toekoms behoort deurgaans gekommunikeer te word. Die handelsnaam dra die belofte van die kultuur en kernwaardes uit, maar kan skade opdoen as die reputasie vir diensuitnemendheid nie onderhou word nie en dan kan geloofwaardigheid ingeboet word indien daar nie aan verwagtinge voldoen word nie. Die handelsnaam moet dus van binne uit beskerm word en dit kan slegs gebeur indien die mense in die organisasie aan die proses van ‘n gevisioneerde toekoms deelneem. Dit is bevind dat betekenisvolle verandering aaneenlopende verbetering in ‘n dinamiese, dog volhoubare organisasie veronderstel. Daar is dus ook voorgestel dat ‘n doelbewuste poging aangewend word dat die wording van ‘n ware leerorganisasie aktief gepromoveer en nagestreef behoort te word om sodoende die kultuur, handelsnaam, reputasie en ander ontasbare bates en bevoegdhede vol te kan hou. Indien hierdie en ander voorstelle ten opsigte van hulpbronne ernstig deur die maatskappy se leiers bedink en nagestreef word, behoort hierdie organisasie vir die res van die wêreld ‘n voorbeeld van volhoubare mededingende voordeel te wees.
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VILLARDI, BEATRIZ QUIROZ. "A REFLEXIVE STUDY ON TEACHER`S COLLECTIVE LEARNING AND CHANGE AND ITS RESULTING ORGANIZATIONAL CHANGE THROUGH LEARNING: TOWARDS SUSTAINABLE TEACHER S DEVELOPMENT IN PRIVATE BUSINESS SCHOOLS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2004. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=5773@1.

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COORDENAÇÃO DE APERFEIÇOAMENTO DO PESSOAL DE ENSINO SUPERIOR
Realizei uma pesquisa empírica - conceitual reflexiva junto aos docentes de duas escolas particulares de graduação em administração e marketing, fundadas há 50 e 20 anos respectivamente para responder como e por quê acontece mudança organizacional através da aprendizagem coletiva docente em instituições de ensino superior privado (IESPr) de administração e marketing? Desenhei a pesquisa como um estudo de caso instrumental qualitativo onde realizei observação participante completa, entrevistas em profundidade e pesquisa documental. Para tanto, me integrei por três anos ao corpo docente de cada escola para acompanhar em profundidade o cotidiano do trabalho docente em duas IESPr Os dados de campo foram conceitualmente sistematizados interpretativamente em quatro níveis de acordo com a metodologia reflexiva de Alvesson & Sköldberg que incluiu análise metateórica e triangulação multiparadigmática dos estudos sobre processos de aprendizagem coletiva docente. Deste modo pude aprofundar empírica e conceitualmente na complexidade das dinâmicas sob estudo, explicitando-lhes uma configuração onde dimensões de emocionalidade e poder co-evoluem em permanente tensão com a de racionalidade. As implicações deste conhecimento sobre microprocessos de mudança e aprendizagem dizem respeito da natureza da mudança e da aprendizagem grupal e organizacional. Três resultados foram alcançados: acadêmicos, práticos para a gestão em IESPr e para a pesquisadora.
An empirical - conceptual reflexive research from within was accomplished aiming at investigating how and why organizational change and learning occurs through teacher`s collective learning and change at two 50 and 20 years old Management and Marketing Business Schools It was designed as a qualitative instrumental case study where complete participant observation, semi-structured interviews and documental research were developed. For this reason the researcher joined to the teacher`s staff at both business schools for a three years period in order to gain deep understanding about teacher`s work daily practices focusing its change and learning dynamics. Field data were interpretatively processed within four- level analysis according to Alvesson & Sköldberg`s reflexive methodology. Therefore metatheoretical analysis and multiparadigmatic triangulation of the developed knowledge on collective learning and change processes was included. In this way micro processes under study could be comprehensively understood in its dynamics complexity and configured as emotionality and power dimensions coexisting inextricably connected to rationality in a coevolving permanent tension. Micro processes` knowledge implications are related to organizational and group change and learning nature. Three results were accomplished: academic ones, practical ones for business schools management and for researcher`s own knowledge.
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Fontannaz, Suzanne Elizabeth. "Addressing the challenge of complexity with the development of the performance "ESP" conceptual framework to guide sustainable organisational development." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/793.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: A fundamental shift has occurred from the industrial age, traditional worldview to the knowledge age, emerging worldview. The implication of this shift is that organisations can no longer rely on an enduring competitive advantage for sustainable results. This raises questions about the relevance of the existing organisational performance approaches in addressing the challenge of complexity, particularly with regard to the validity and reliability of the established performance management frameworks. In the industrial age, financial measures were sufficient for measuring organisational performance. However, the emergence of the networked economy implies that a more composite measure is required, which reflects the diversity of stakeholder interests. The research confirms that, whilst there is no universal agreement in defining organisational performance, there is agreement that sustainable organisational performance is a combination of growth (social and economic measures) and profitability (financial measures). Further, the research confirms the existence of gaps, which undermine organisational performance. These gaps originate from the divergent approaches to organisational performance, which can be traced through the evolution of organisational development theory and management practice. Existing research studies collaborate the existence of these divergent approaches in determining organisational performance. These approaches include execution, strategy and people, representing the ‘ESP’ of organisational performance. Execution refers to a process based, micro perspective of organisational performance, whilst strategy and people refer to the systemic, macro approaches. In conditions of hyper-change, execution is considered to be the key determinant of organisational performance, whilst the traditional, strategy approach is found to be essential in addressing the challenge of complexity. The emergence of the networked economy implies that a more composite, people approach is required to address the challenges associated with increasing connectivity. The research proposition contends that an execution culture is necessary for addressing the challenge of complexity. This culture is dependent on the strategic fusion of the divergent strategy and people approaches and the existence of a strategic paradigm throughout the organisation. Organisational performance resides in an organisation’s ability to integrate the divergent approaches, to develop the necessary dynamic capabilities for sustainable organisational performance. The Performance ‘ESP’ framework reflects the integration of these approaches and provides a visual confirmation of the research proposition. The level of execution is determined by the existence of a strategic paradigm throughout the organisation, which is determined by individual performance, defined by the level of effectiveness, strength (individual) and partnership (‘ESP’). The development of a strategic paradigm is particularly relevant in the South African context, where historical factors have inhibited the level of empowerment within organisations. It is recommended that organisations apply the Performance ‘ESP’ index as a diagnostic tool to assess the existence of an execution culture to address the challenge of complexity. The purpose of the assessment tool is to complement the financial measures of performance, to ensure a balance between profitability and growth, to ensure sustainable organisational performance.
AFRIKAANSE OPSOMMING: Daar het ‘n fundamentele verandering plaasgevind van die industriële tydperk en tradisionele wêreldbeskouiing na die kennistydperk en opkomende wêreldbeskouing. Die implikasie van hierdie verandering is dat organisasies nie meer kan staatmaak op ‘n deurlopende mededingende voordeel vir volhoubare resultate nie. Dit laat vrae ontstaan oor die toepaslikheid van die bestaande organisatoriese prestasiebenaderings om die uitdaging van kompleksiteit te hanteer, veral met betrekking tot die geldigheid en betroubaarheid van die bestaande prestasiebestuursraamwerke. Tydens die industriële tydperk was finansiële maatstawwe voldoende om organisasieprestasie te meet. Die opkoms van die netwerk-ekonomie impliseer egter dat ‘n meer saamgestelde maatstaf nodig is, wat die diversiteit van die belange van belanghebbers weerspieël. Die navorsing bevestig dat, hoewel daar geen universele ooreenkoms is in die definisie van organisasieprestasie nie, daar wel ooreenkoms is dat volhoubare organisasieprestasie ‘n kombinasie is van groei (sosiale en ekonomiese maatreëls) en winsgewendheid (finansiële maatreëls). Daarbenewens bevestig die navorsing die bestaan van gapings wat organisasieprestasie ondermyn. Hierdie gapings ontstaan uit die uiteenlopende benaderings tot organisasieprestasie, wat gevolg kan word deur die evolusie van organisasie-ontwikkelingsteorie en bestuurspraktyk. Bestaande navorsingstudies gebruik ‘n samestelling van hierdie uiteenlopende benaderings om organisasieprestasie te bepaal. Hierdie benaderings sluit in uitvoering, strategie en mense, wat in die Engelse afkorting die ‘ESP’ van organisasieprestasie verteenwoordig. Uitvoering verwys na ‘n prosesgebaseerde mikroperspektief van organisasieprestasie, terwyl strategie en mense verwys na die sistemiese makrobenaderings. In omstandighede van hiperverandering word uitvoering gesien as die sleutelbepaler van organisasieprestasie, terwyl die tradisionele strategiebenadering noodsaaklik is vir die hantering van die uitdaging van kompleksiteit. Die opkoms van die netwerk-ekonomie impliseer dat ‘n meer saamgestelde, mensbenadering nodig is om die uitdagings te hanteer wat saamgaan met groter onderlinge verbondenheid. Die navorsingsvoorstel se uitgangspunt is dat ‘n uitvoeringskultuur nodig is om die uitdaging van kompleksiteit te hanteer. Hierdie kultuur is afhanklik van die strategiese samesmelting van die uiteenlopende strategie- en mensbenaderings en die bestaan van ‘n strategiese paradigma dwarsdeur die organisasie. Organisasieprestasie hang af van ‘n organisasie se vermoë om die uiteenlopende benaderings te integreer en die nodige dinamiese bekwaamhede te ontwikkel vir volhoubare organisasieprestasie. Die prestasie- of ‘ESP’-raamwerk weerspieël die integrasie van hierdie benaderings en voorsien ‘n visuele bevestiging van die navorsingsvoorstel. Die vlak van uitvoering word bepaal deur die bestaan van ‘n strategiese paradigma dwarsdeur die organisasie, wat bepaal word deur individuele prestasie, gedefinieer deur die vlak van doeltreffendheid, sterkte (individueel) en vennootskap (‘ESP’). Die ontwikkeling van ‘n strategiese paradigma is veral toepaslik in die Suid-Afrikaanse konteks, waar historiese faktore die vlak van bemagtiging binne organisasies geïnhibeer het. Daar word aanbeveel dat organisasies die Prestasie ‘ESP’ Indeks toepas as ‘n diagnostiese instrument om die bestaan van ‘n uitvoerende kultuur te bepaal vir die hantering van die uitdaging van kompleksiteit. Die doel van die bepalingsinstrument is om die finansiële maatstawwe van prestasie aan te vul om sodoende ‘n balans tussen winsgewendheid en groei te verseker en dus volhoubare organisasieprestasie te verseker.
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Books on the topic "Sustainable organizational change"

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Pedler, Mike. The learning company: A strategy for sustainable development. 2nd ed. London: McGraw-Hill, 1997.

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John, Burgoyne, and Boydell Tom, eds. The learning company: A strategy for sustainable development. London: McGraw-Hill, 1991.

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Dunphy, Dexter C. The sustainable corporation: Organisational renewal in Australia. Frenchs Forest, NSW: Allen & Unwin, 1998.

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1960-, Allison Elle, ed. Renewal coaching: Sustainable change for individuals and organizations. San Francisco, CA: Jossey-Bass, 2009.

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The ISIS agreement: How sustainability can improve organizational performance and transform the world. London: Earthscan, 2008.

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Sustainable lean: The story of a cultural transformation. Boca Raton, FL: CRC Press, 2013.

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The ascendant organisation: Combining commitment and control for long-term, sustainable business success. New York: St. Martin's Press, 1995.

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Jayakanth, Srinivasan, ed. Beyond the lean revolution: Achieving successful and sustainable enterprise transformation. New York: American Management Association, 2011.

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H, Banning James, and Amey Marilyn J, eds. Positioning student affairs for sustainable change: Achieving organizational effectiveness through multiple perspectives. Sterling, Va: Stylus Pub., 2009.

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Kuk, Linda. Positioning student affairs for sustainable change: Achieving organizational effectiveness through multiple perspectives. Sterling, Va: Stylus Pub., 2010.

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Book chapters on the topic "Sustainable organizational change"

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Benn, Suzanne, Melissa Edwards, and Tim Williams. "Achieving sustainable operational efficiencies." In Organizational Change for Corporate Sustainability, 106–44. Fourth edition. | Abingdon, Oxon ; New York, NY : Routledge, 2018. | Earlier edition co-authored by Dexter Dunphy, Andrew Griffiths, and Suzanne Benn.: Routledge, 2018. http://dx.doi.org/10.4324/9781315619620-4.

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Sharma, Radha R., and Shoma Mukherji. "Organizational Transformation for Sustainable Development: A Case Study." In Management of Permanent Change, 195–216. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05014-6_11.

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Jordan, J. B. "Noel Tichy: A Practitioner-Scholar and Educator Creating a Sustainable Change Framework." In The Palgrave Handbook of Organizational Change Thinkers, 1–19. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-49820-1_58-1.

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Jordan, J. B. "Noel Tichy: A Practitioner-Scholar and Educator Creating a Sustainable Change Framework." In The Palgrave Handbook of Organizational Change Thinkers, 1209–26. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-38324-4_58.

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Blomqvist, Kirsimarja. "Building Sustainable Organizational Trust in Radical Change – the Interplay of Organizational Trust and Mindfulness." In CSR, Sustainability, Ethics & Governance, 131–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38694-7_8.

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Stebbins, Michael W. "Abraham B. (Rami) Shani: A Journey from Action Research and Sociotechnical Systems to Collaborative Management Research and Sustainable Work Systems." In The Palgrave Handbook of Organizational Change Thinkers, 1203–20. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-52878-6_91.

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Stebbins, Michael W. "Abraham B. (Rami) Shani: A Journey from Action Research and Sociotechnical Systems to Collaborative Management Research and Sustainable Work Systems." In The Palgrave Handbook of Organizational Change Thinkers, 1–18. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-49820-1_91-1.

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Stebbins, Michael W. "Shani, Abraham B. (Rami): A Journey from Action Research and Sociotechnical Systems to Collaborative Management Research and Sustainable Work Systems." In The Palgrave Handbook of Organizational Change Thinkers, 1–20. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-49820-1_91-2.

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Stebbins, Michael W. "Shani, Abraham B. (Rami): A Journey from Action Research and Sociotechnical Systems to Collaborative Management Research and Sustainable Work Systems." In The Palgrave Handbook of Organizational Change Thinkers, 1587–606. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-38324-4_91.

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Klarner, Patricia. "Managing the Pace of Strategic Change: The Rhythm of Change as a Means of Balancing." In More than Bricks in the Wall: Organizational Perspectives for Sustainable Success, 52–59. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8945-1_5.

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Conference papers on the topic "Sustainable organizational change"

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Jednak, Sandra. "Adapting Business to Sustainable Development and New Technology." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.81.

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Different internal and external causes make differences in doing business. Changes within an organization may be caused by mergers and acquisitions, crises, organizational culture, and application of new technology, but also by external changes such as sustainable development, digitalization, and COVID19. Changes in business environment affect the change in behaviour, competencies and values as well as in business activities, all in order to achieve organizational goals. Sustainable development brings sustainable practice into business. Each organization considers economic, social, and environmental dimensions of their business and implementation of ESG (environment, social, and governance) criteria. Digitalization affects business by adapting and combining different technologies that provide the creation of new products/services, processes, decisions, relations between companies, employees and customers, and business performance. There are also relations between the causes. Digitalization impacts sustainability and vice versa. Moreover, sustainable development and digitalization influence how an organization adapts and runs its business.
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Frevert, Tonya, Audrey Rorrer, Daniel J. Davis, Celine Latulipe, Mary Lou Maher, Bojan Cukic, Lawrence Mays, and Steven Rogelberg. "Sustainable Educational Innovation Through Engaged Pedagogy and Organizational Change." In 2018 IEEE Frontiers in Education Conference (FIE). IEEE, 2018. http://dx.doi.org/10.1109/fie.2018.8658491.

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Vanegas, Jorge A., and Annie R. Pearce. "Drivers for Change: An Organizational Perspective on Sustainable Construction." In Construction Congress VI. Reston, VA: American Society of Civil Engineers, 2000. http://dx.doi.org/10.1061/40475(278)44.

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Vacek, Rachel, Emily Puckett Rodgers, and Meghan Sitar. "Diffusing Organizational Change through Service Design and Iterative Assessment." In Library Assessment Conference—Building Effective, Sustainable, Practical Assessment. Association of Research Libraries, 2019. http://dx.doi.org/10.29242/lac.2018.48.

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Voica, Orlando, Cătălin Ionuț Silvestru, and Ramona Camelia Silvestru. "Project Management Capability – Differentiator of Organizational Change Success." In 7th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2021. http://dx.doi.org/10.24818/basiq/2021/07/080.

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Marksberry, Phillip W. "The Sustainable House: A Framework for Organization Development for Sustainability (ODFS)." In ASME 2007 International Mechanical Engineering Congress and Exposition. ASMEDC, 2007. http://dx.doi.org/10.1115/imece2007-42888.

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It is agreed that the main factors in sustainability are the environment, economy and the society; however, it is still largely undecided how organizations can best transform themselves to incorporate consideration of these factors. Successful integration of sustainability into the business plan will require an organization-wide effort. A proven technique in organizations for creating systemic change is Organization Development (OD). Unfortunately, OD has not yet been extended to include the key areas of sustainability and organized within a practical framework for implementation. This paper extends OD for Sustainability (ODFS), creating a conceptual model called here “the Sustainable House.” The conceptual model clarifies sustainable organizational characteristics and interdisciplinary interactions. The PDCA (Plan-Do-Check-Act) approach is introduced as a framework for implementing ODFS. It is demonstrated that ODFS requires a substantial support structure and a dynamic learning process for accumulating knowledge. This article identifies key areas of ODFS and provides a conceptual model and a framework for operationalizing sustainability into organizations. Various sustainable tools, methodologies, interacting concepts and gaps in ODFS are also included.
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Scărlătescu (Talmaciu), Iuliana. "Innovation – a Major Requirement for the Sustainable Development of Organizations." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/04.

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The current economy is characterized by the acceleration of change and the orientation of people towards everything that is new. Innovation is considered a key element of the competitiveness of organizations in the contemporary economy and it has therefore been given increasing attention by both researchers and practitioners. Within an organization, innovation can be expressed by renewing products, technologies and processes, but also by changing business ideas and models. One of the purposes of this article is to provide a state-of-the-art overview about the existing literature on organizational innovation. The second aim of the research is to shed light upon the role of innovation in economic affairs in our days, in order to ensure the sustainable development of organizations. The research was done by consulting major research databases (Elsevier, ResearchGate, Science Direct, ProQuest) and analyzing key journal articles bibliographically and thematically. Results show that it is widely recognized that technological change and innovation are major drivers of economic growth and they are regarded as a survival factor but there are also some indications that in some areas it becomes more difficult to innovate for some organizations. The studies highlight that in some markets there is a concern on the part of customers about the possible harmful effects on the environment if innovation is too aggressive.
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Agung Trisliatanto, Dimas, Tan Evan Tandiyono, Dimaz Ganjar Harry Pradana, Pristiandi Teguh Cahya, and Nur Anilawati. "Job Satisfaction and Job Motivation Toward Performance Through Organizational Commitment." In 1st International Conference Postgraduate School Universitas Airlangga : "Implementation of Climate Change Agreement to Meet Sustainable Development Goals" (ICPSUAS 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icpsuas-17.2018.14.

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ŠTAREIKĖ, Eglė. "ORGANIZATIONAL MECHANISM OF RURAL AREAS DEVELOPMENT SUSTAINABILITY." In Rural Development 2015. Aleksandras Stulginskis University, 2015. http://dx.doi.org/10.15544/rd.2015.116.

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In this research organizational mechanism is analysed through the approach to the system of integrated control of the open system of social and economic integration (based on the interests of the stakeholders and interdepartmental cooperation) in the rural areas, where the stakeholders formulate the common objectives of the sustainable development of the rural areas. Aim of the research – to substantiate the conceptual organizational mechanism of development in rural areas, where one of the most important factors with the strongest effect on functionality, i.e. the driving force, is institutional environment of the region. The aim of the research was achieved using the following methods: logical, abstraction, comparison, content analysis, collation. The results of the research revealed, that organizational mechanism of rural areas development is advisable to analyse as a particular organizational form, where functions and activity processes are connected to each other, creating the following chain: aim – sustainable development of rural areas – functions of rural areas – process – preparation and implementation integrated development strategies of the rural areas – result – social welfare. The exceptional feature of the organizational mechanism is the stakeholders (subjects) and their actions. Stakeholders perform certain roles, which affect the change of environment, in seeking the specific result. Stakeholders with a specific aim seek results by performing respective functions and processes. In the organizational mechanism of rural areas development stakeholders affect the pursuit of the organizational mechanism’s aims.
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BOJAR, Waldemar, Marek SIKORA, and Grzegorz DZIEŻA. "CURRENT CHALLENGES OF AGRICULTURAL BUSINESS AGAINST FARMING ECONOMIC EFFICIENCY AND SUSTAINABLE DEVELOPMENT." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.137.

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The paper investigates circumstances determined modern agriculture and agribusiness challenges and shows methods ensuring sustainability of value-added agriculture and rural areas taking into account, inter alia, climate change, healthy food, organizational and technological progress. The aim of the article is to show that combining the agribusiness circumstances and methods allows to ensure sustainable development, value-added agriculture and rural areas. To verify adjustment farming processes according set up goals the questionnaire survey on farm equipment and information systems was carried out in 2017 in Kujawy & Pomorze region. The questionnaire was sent to all participants in the supply chain of that particular company. The challenge facing modern agriculture is the ability to efficiently implement farm innovations, acquire new knowledge and effective use of the farming progress achievements. Negative effects of intensive farming for environment cause to seek for solutions let face economic and environmental challenges for contemporary agriculture and rural areas development. Serious threatens in a climate change can cause imbalance in food supply and demand. Observed higher frequency and severity of adverse weather events require genotypic adaptation. Hence, some studies on genetic progress in those crops adaptation were presented. Also some approaches how to assess and collect data for yield gap analysis, and to summarize the yield gap explaining factors were identified. The presented results showed that although management and edaphic factors are more often considered to explain the yield gap, both farm characteristics and socio-economic factors often explain the yield gap.
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Reports on the topic "Sustainable organizational change"

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S. Abdellatif, Omar, Ali Behbehani, and Mauricio Landin. Luxembourg COVID-19 Governmental Response. UN Compliance Research Group, August 2021. http://dx.doi.org/10.52008/lux0501.

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The UN Compliance Research Group is a global organization which specializes in monitoring the work of the United Nations (UN). Through our professional team of academics, scholars, researchers and students we aim to serve as the world's leading independent source of information on members' compliance to UN resolutions and guidelines. Our scope of activity is broad, including assessing the compliance of member states to UN resolutions and plan of actions, adherence to judgments of the International Court of Justice (ICJ), World Health Organization (WHO) guidelines and commitments made at UN pledging conferences. We’re proud to present the international community and global governments with our native research findings on states’ annual compliance with the commitments of the UN and its affiliated agencies. Our goal as world citizens is to foster a global change towards a sustainable future; one which starts with ensuring that the words of delegates are transformed into action and that UN initiatives don’t remain ink on paper. Hence, we offer policy analysis and provide advice on fostering accountability and transparency in UN governance as well as tracing the connection between the UN policy-makers and Non-governmental organizations (NGOs). Yet, we aim to adopt a neutral path and do not engage in advocacy for issues or actions taken by the UN or member states. Acting as such, for the sake of transparency. The UN Compliance Research Group dedicates all its effort to inform the public and scholars about the issues and agenda of the UN and its affiliated agencies.
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Johnson, Eric M., Robert Urquhart, and Maggie O'Neil. The Importance of Geospatial Data to Labor Market Information. RTI Press, June 2018. http://dx.doi.org/10.3768/rtipress.2018.pb.0017.1806.

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School-to-work transition data are an important component of labor market information systems (LMIS). Policy makers, researchers, and education providers benefit from knowing how long it takes work-seekers to find employment, how and where they search for employment, the quality of employment obtained, and how steady it is over time. In less-developed countries, these data are poorly collected, or not collected at all, a situation the International Labour Organization and other donors have attempted to change. However, LMIS reform efforts typically miss a critical part of the picture—the geospatial aspects of these transitions. Few LMIS systems fully consider or integrate geospatial school-to-work transition information, ignoring data critical to understanding and supporting successful and sustainable employment: employer locations; transportation infrastructure; commute time, distance, and cost; location of employment services; and other geographic barriers to employment. We provide recently collected geospatial school-to-work transition data from South Africa and Kenya to demonstrate the importance of these data and their implications for labor market and urban development policy.
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Establishing Sustainable Change in Organizations. IEDP Ideas for Leaders, January 2013. http://dx.doi.org/10.13007/073.

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Mission and Vision of the Caribbean Climate Hub. USDA Caribbean Climate Hub, May 2016. http://dx.doi.org/10.32747/2016.6960279.ch.

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Climate change is one of the biggest challenges facing the agricultural sector, threatening food security and sustainable development. The Caribbean region is particularly vulnerable to the effects of climate change due to its geographical location and socio-economic condition. To deal with these climate challenges, we must strengthen ties of cooperation between government agencies, research institutions, community-based organizations, farmers and agricultural entrepreneurs.
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