Gotowe bibliografie tematyczne / Organizational

Gotowa bibliografia na temat „Organizational”

Autor: Grafiati
Data publikacji: 4 czerwca 2021
Data aktualizacji: 30 lipca 2024

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Artykuły w czasopismach na temat "Organizational"

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Sadeghi, Ghasem, Masoud Ahmadi i 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, nr 3 (15.09.2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31
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Sahin, Sevilay. "Mediator role of organizational justice in the relationship between learning organization and organizational commitment". International Journal of Academic Research 5, nr 6 (10.12.2013): 57–67. http://dx.doi.org/10.7813/2075-4124.2013/5-6/b.11.

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Stokvik, Hanne, Daniel Adriaenssen i Jon-Arild Johannessen. "Tacit knowledge, organizational learning and innovation in organizations". Problems and Perspectives in Management 14, nr 3 (6.09.2016): 246–55. http://dx.doi.org/10.21511/ppm.14(3-1).2016.11.

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Problem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation. Contribution: 1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation. 2. The research of the authors shows that tacit knowledge may be said to have three faces: one conservative that limits the continuous improvement process, a second that guards an organization against imitation, and a third that promotes innovation. 3. The authors develop a theory, i.e., a system of propositions related to how do different types of tacit knowledge and organizational learning influence innovation? Keywords: tacit knowledge, organizational learning, innovation. JEL Classification: M10
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FORGON, Tomáš. "INCREASING ORGANIZATIONAL CULTURE AND ETHICS IN HEALTHCARE ORGANIZATIONS". Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, nr 122 (2018): 43–49. http://dx.doi.org/10.29119/1641-3466.2018.122.5.

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Sadeghi, Ghasem, Masoud Ahmadi i Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)". Problems and Perspectives in Management 14, nr 3 (15.09.2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
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Yusof, Muhammad SuhaimiMohd, i Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impactson Organization". International Journal of Psychosocial Rehabilitation 24, nr 03 (18.02.2020): 1536–42. http://dx.doi.org/10.37200/ijpr/v24i3/pr200903.

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Badruddozza Mia, Mohammad, i Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study". Problems and Perspectives in Management 16, nr 3 (6.07.2018): 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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Cho, Jayoung, i Sejeong Cheong. "The Effect of Organizational Characteristics on Inter-organizational Linkages – On the Basis of Elderly Employment Project Executing Organizations". International Journal of Social Science and Humanity 6, nr 1 (styczeń 2016): 38–41. http://dx.doi.org/10.7763/ijssh.2016.v6.614.

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Yusof, Muhammad Suhaimi Mohd, i Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impacts on Organization". International Journal of Psychosocial Rehabilitation 24, nr 02 (13.02.2020): 4243–51. http://dx.doi.org/10.37200/ijpr/v24i2/pr200747.

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Isroilov, Bahodir Ibragimovich, i Ilhom Sayitkulovich Ochilov. "Improvement Of Organizational And Economic Mechanisms Of Organization Of Vine Clusters". American Journal of Social Science and Education Innovations 03, nr 08 (31.08.2021): 27–33. http://dx.doi.org/10.37547/tajssei/volume03issue08-07.

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

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Hall, Christopher Aaron 1964. "Organizational Support Systems for Team-Based Organizations: Employee Collaboration through Organizational Structures". Thesis, University of North Texas, 1998. https://digital.library.unt.edu/ark:/67531/metadc279218/.

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The purpose of this study was to examine relationships between organizational support and Effectiveness, Empowerment, and team characteristics. Support was operationalized by nine systems: Executive Management, Direct Supervision, Group Design, Performance Definition, Performance Review, Training, Rewards, Information, and Integration. Support was rated in two ways: how important is support for performing work (Importance scales), and how does support describe work environments (Presence scales).
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Warren, Taryn R. "Person-organization fit and organizational outcomes". Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/29186.

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Montenegro, Adauto de Vasconcelos. "Study about organizational commitment, leadership styles and organizational culture at a cearense organization". Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=18510.

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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior
The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy.
O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, à investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados à composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clà atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.
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Chouseinoglou, Oumout. "Organizational Learning Assessment In Software Development Organizations". Phd thesis, METU, 2012. http://etd.lib.metu.edu.tr/upload/12614960/index.pdf.

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Knowledge is one of the most important assets of an organization that directly affects business success, and its importance increases for organizations that use knowledge-intensive processes such as the software development industry. In an industry in which technological developments are rapid, in order to keep up with the continuously increasing competition and to obtain competitive advantage the software organizations need to obtain the correct knowledge, use it efficiently and pass it to future projects evolving it accordingly. The major aim of this research is to propose a novel model, namely AiOLoS, for assessing the level of organizational learning and learning characteristics in software development organizations. The primary contributions of this two-legged AiOLoS model are the identification of the major process areas and the core processes that a learning software organization follows during its organizational learning process and to provide the necessary measures and metrics and the corresponding definitions/interpretations for the assessment of the learning characteristics of the software development organization. The research is supported with a multiple case-study work conducted in software development teams in order to identify the mapping of the core processes and the applicability of the AiOLoS model to software development organizations, its utilization as a tool for assessing organizational learning and providing a basis for software process improvement.
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Krishnan, Neel. "Organizational images : towards a model of organizations". Thesis, Massachusetts Institute of Technology, 2011. http://hdl.handle.net/1721.1/74464.

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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Political Science, June 2012.
Cataloged from PDF version of thesis.
Includes bibliographical references (p. 93-94).
This study develops a general theoretical framework for the analysis of organizational behavior by focusing on the notion that organizations develop unique information-processing frameworks, which it labels "organizational images" or "images of operations," that strongly determine their behavior. The model is then used to draw inferences about the forms of counterinsurgency strategies practiced by the US military in the second war in Iraq and the war in Afghanistan. The paper argues that militaries tend to view the tasks they undertake in terms of the coercive application of force, and that this tendency tends to determine the forms of counterinsurgency strategies they chose, leading them to eschew strategies that rely on bargaining with enemy forces. The purported dominance of this coercive "image of operations" is then investigated in military field reports from the war in Afghanistan.
by Krishnan, Neel.
S.M.
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Georgiadis, Elliot Erin. "ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS: APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY TO THE SORORITY CONTEXT". University of Akron / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=akron1566227238796242.

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Newland, Sarah J. "Organizational Citizenship Behavior- Individual or Organizational Citizenship Behavior- Organization: Does the Underlying Motive Matter?" TopSCHOLAR®, 2012. http://digitalcommons.wku.edu/theses/1159.

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Organizational Citizenship Behavior (OCB) is considered behavior that benefits others, but is not a part of the employee’s job description. Research has indicated that OCB can be divided into two categories, behavior that is directed towards other individuals (OCBI) and behavior that is directed towards the organization (OCBO). Research has also suggested that there are three different motives behind OCB, impression management, prosocial values, and organizational concern. This study examines the relationship between the motives and the type of OCB that is performed. The results failed to indicate that motives matter in determining which type of OCB is performed. Additionally, participants in all three motives were more likely to engage in OCBO behavior than in OCBI behavior.
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Strain-Bell, Sheila L. "Organizational conflict : in a performing arts organization". Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/77674.

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Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 1985.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.
Bibliography: leaves 161-165.
by Sheila L. Strain-Bell.
M.C.P.
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Mirzataghi, Chaharmahali Sara, i Siadat Seyed Amir. "Achieving Organizational Ambidexterity : Understanding and explaining ambidextrous organizations". Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-61262.

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Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.
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Nava, Lucrezia. "Organizations in nature: how nature shapes organizational practices". Doctoral thesis, Universitat Ramon Llull, 2021. http://hdl.handle.net/10803/671911.

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Els problemes de sostenibilitat ambiental, com el canvi climàtic, solen ser d'escala mundial però necessàriament locals i materials en les seves manifestacions. No obstant això, la literatura sobre sostenibilitat i gestió ha prestat poca atenció a com l'entorn natural afecta les organitzacions i les seves operacions. Un punt de vista emergent en la literatura sobre sostenibilitat retrata les organitzacions com incorporades a la natura i permet una mirada més profunda a les interrelacions locals entre les organitzacions i l'entorn natural que les envolta. Aquesta tesi doctoral adopta aquesta perspectiva per comprendre millor com les organitzacions i els seus membres entenen i interpreten l'entorn natural en què estan immerses, i com aquestes interpretacions donen forma a les pràctiques organitzatives. Per a això, s'apliquen metodologies d'investigació qualitatives i quantitatives per examinar fins a quin punt i com l'experiència directa dels fenòmens naturals, com els efectes del canvi climàtic o les catàstrofes naturals, afecta les respostes i resultats de les organitzacions. Un primer estudi de mètodes mixtes sobre productors de cacau al Brasil explora com els responsables de la presa de decisions en contextos vulnerables experimenten les conseqüències del canvi climàtic i com els seus diferents interpretacions donen forma a les respostes adaptatives organitzatives. Aquest estudi se centra en les respostes organitzatives immediates als fenòmens naturals adversos. Un segon estudi investiga empíricament els efectes a llarg termini de l'experiència dels fenòmens naturals en els resultats organitzatius. Basant-se en l'anàlisi de dades quantitatives sobre empreses japoneses en el context del Gran Terratrèmol de l'Est del Japó, aquest estudi proposa el concepte de creixement posttraumàtic organitzatiu per captar el canvi emergent en els valors organitzatius i la capacitat de resposta a les necessitats socials després del desastre natural. Aquests estudis se centren en les interrelacions locals entre les organitzacions i l'entorn natural en què estan immerses. Si bé aquest enfocament contribueix a la creixent literatura sobre les organitzacions i l'entorn natural, també implica el risc de perdre en la infinitat d'especificitats i interpretacions que caracteritzen a cada context i que s'han d'integrar amb l'escala global de les qüestions de sostenibilitat. Conciliar l'escala local i la global, necessàries per abordar aquests reptes de sostenibilitat, no és gens trivial. Per això, un tercer estudi pretén fer una contribució teòrica a les tensions que sorgeixen entre l'aplicació local de pràctiques sostenibles i la necessitat de coordinació global en el context de les normes voluntàries de sostenibilitat. En conjunt, els tres estudis d'aquesta tesi doctoral pretenen contribuir en la interrelació local entre les organitzacions i el sistema natural en què estan immerses, per entendre com les interpretacions organitzatives dels fenòmens naturals locals afecten les organitzacions i com poden abordar eficaçment les tensions entre els nivells local i global. Els principals arguments es basen tant en la teoria com en les proves empíriques, de manera que s'ofereix un enfocament metodològic global apte per a fer aportacions substancials a l'estudi de les organitzacions i la natura.
Los problemas de sostenibilidad ambiental, como el cambio climático, suelen ser de escala mundial pero necesariamente locales y materiales en sus manifestaciones. Sin embargo, la literatura sobre sostenibilidad y gestión ha prestado poca atención a cómo el entorno natural afecta a las organizaciones y sus operaciones. Un punto de vista emergente en la literatura sobre sostenibilidad retrata a las organizaciones como incorporadas a la naturaleza y permite una mirada más profunda a las interrelaciones locales entre las organizaciones y el entorno natural que las rodea. Esta tesis doctoral adopta esta perspectiva para comprender mejor cómo las organizaciones y sus miembros entienden e interpretan el entorno natural en el que están inmersas, y cómo estas interpretaciones dan forma a las prácticas organizativas. Para ello, se aplican metodologías de investigación cualitativas y cuantitativas para examinar hasta qué punto y cómo la experiencia directa de los fenómenos naturales, como los efectos del cambio climático o las catástrofes naturales, afecta a las respuestas y resultados de las organizaciones. Un primer estudio de métodos mixtos sobre productores de cacao en Brasil explora cómo los responsables de la toma de decisiones en contextos vulnerables experimentan las consecuencias del cambio climático y cómo sus diferentes interpretaciones dan forma a las respuestas adaptativas organizativas. Este estudio se centra en las respuestas organizativas inmediatas a los fenómenos naturales adversos. Un segundo estudio investiga empíricamente los efectos a largo plazo de la experiencia de los fenómenos naturales en los resultados organizativos. Basándose en el análisis de datos cuantitativos sobre empresas japonesas en el contexto del Gran Terremoto del Este de Japón, este estudio propone el concepto de crecimiento postraumático organizativo para captar el cambio emergente en los valores organizativos y la capacidad de respuesta a las necesidades sociales tras el desastre natural. Estos estudios se centran en las interrelaciones locales entre las organizaciones y el entorno natural en el que están inmersas. Si bien este enfoque contribuye a la creciente literatura sobre las organizaciones y el entorno natural, también implica el riesgo de perderse en la infinidad de especificidades e interpretaciones que caracterizan a cada contexto y que deben integrarse con la escala global de las cuestiones de sostenibilidad. Conciliar la escala local y la global, necesarias para abordar estos retos de sostenibilidad, no es nada trivial. Por ello, un tercer estudio pretende hacer una contribución teórica a las tensiones que surgen entre la aplicación local de prácticas sostenibles y la necesidad de coordinación global en el contexto de las normas voluntarias de sostenibilidad. En conjunto, los tres estudios de esta tesis doctoral pretenden contribuir en la interrelación local entre las organizaciones y el sistema natural en el que están inmersas, para entender cómo las interpretaciones organizativas de los fenómenos naturales locales afectan a las organizaciones y cómo pueden abordarse eficazmente las tensiones entre los niveles local y global. Los principales argumentos se basan tanto en la teoría como en las pruebas empíricas, con lo que se ofrece un enfoque metodológico global apto para realizar aportaciones sustanciales al estudio de las organizaciones y la natura.
Environmental sustainability issues, such as climate change, are often global in scale but necessarily local and material in their manifestations. Yet the sustainability and the management literature has paid little attention to how the natural environment affects organizations and their operations. A burgeoning view in the sustainability literature portrays organizations as embedded in nature and allows for a deeper look at the local interrelations between organizations and the surrounding natural environment. This Ph.D. thesis adopts this perspective to provide a better understanding of how organizations and their members understand and interpret the natural environment in which they are embedded, and how these interpretations shape organizational practices. To that purpose, qualitative and quantitative research methodologies are applied to examine to what extent and how the direct experience of natural phenomena, such as climate change effects or natural disasters, affects organizational responses and outcomes. A first mixed-methods study of cocoa producers in Brazil explores how decision makers in vulnerable contexts experience the consequences of climate change and how their different interpretations shape organizational adaptive responses. This study focuses on the immediate organizational responses to adverse natural phenomena. A second study empirically investigates the long-term effects of experiencing natural phenomena on the organizational outcomes. Based on analyzing quantitative data on Japanese companies in the context of the Great East Japan Earthquake, this study proposes the concept of organizational post-traumatic growth to capture the emerging change in organizational values and responsiveness to social needs following the natural disaster. These studies hone in on local interrelations between organizations and the natural environment in which they are embedded. While this approach contributes to the burgeoning literature on organizations and the natural environment, it also implies a risk to get lost in the myriad of specificities and interpretations that characterize each context and that need to be integrated with the global scale of sustainability issues. Reconciling the local and global scale that are both required to address these sustainability challenges is far from trivial. Therefore, a third study aims to make a theoretical contribution to the tensions emerging between the local implementation of sustainable practices and the need for global coordination in the context of voluntary sustainability standards. Together, the three studies of this Ph.D. thesis aim to delve into the local interrelation between organizations and the natural system in which they are embedded, to understand how organizational interpretations of local natural phenomena affect organizations and how tensions between local and the global levels can be effectively addressed. The main arguments are grounded in both theory and empirical evidence, thereby providing a comprehensive methodological approach apt to make substantial contributions to the study of organizations and the natural environment.
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Książki na temat "Organizational"

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Binghay, Virgel C. Organizational ethnography: Socialization in organizations. Antipolo City, Rizal, Philippines: VCB Research and Publications, 2005.

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Lapygin, YUriy. Organization theory and organizational behavior. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/23755.

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G, Zucker Lynne, red. Permanently failing organizations. Newbury Park, Calif: Sage Publications, 1989.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. Wyd. 3. Boston: Houghton Mifflin, 1992.

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Nadler, David A. Organizational architecture: Designs for changing organizations. San Francisco: Jossey-Bass, 1992.

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Gregory, Moorhead, red. Organizational behavior: Managing people and organizations. Mason, OH: South-Western/Cengage Learning, 2012.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. Wyd. 3. Boston: Houghton Mifflin, 1992.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. Wyd. 5. Boston: Houghton Mifflin, 1998.

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Moorhead, Gregory. Organizational behavior: Managing people and organizations. Wyd. 4. Boston: Houghton Mifflin, 1995.

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Nadler, David. Organizational architecture: Designs for changing organizations. San Francisco: Jossey-Bass, 1992.

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Części książek na temat "Organizational"

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Shtub, Avraham, i Reuven Karni. "Organizations and Organizational Structures". W ERP, 19–30. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-0-387-74526-8_2.

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Jablonski, Stefan, Ilia Petrov, Christian Meiler i Udo Mayer. "Organizations and Organizational Structures". W Guide to Web Application and Platform Architectures, 191–202. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-07631-6_11.

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Andrews, Dee H., Herbert H. Bell i Robert N. Shearer. "The Learning Organization and Organizational Simulation". W Organizational Simulation, 55–78. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2005. http://dx.doi.org/10.1002/0471739448.ch4.

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Saintilan, Paul, i David Schreiber. "Organizational culture in creative organizations". W Managing Organizations in the Creative Economy, 388–408. Wyd. 2. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003262923-13.

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Heyl, John D., i Fiona J. H. Hunter. "Understanding Organizations and Organizational Change". W The Senior International Officer as Change Agent, 9–15. Wyd. 2. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003448082-4.

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Morgan, Glenn. "Conclusion: Organizational Futures, Organizational Dilemmas". W Organizations in Society, 235–53. London: Macmillan Education UK, 1990. http://dx.doi.org/10.1007/978-1-349-20779-4_8.

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Langas, Kostas. "Organizational Fields and Organizational Processes". W Organizational Structuralism, 15–40. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-16049-3_2.

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Bieńkowska, Agnieszka, Katarzyna Tworek i Anna Zabłocka-Kluczka. "Organizational Solutions Shaping Organizational Reliability". W Organizational Reliability, 181–247. 1 Edition. | New York : Routledge, 2020. | Series: Routledge studies in management, organizations and society: Routledge, 2020. http://dx.doi.org/10.4324/9781003047995-4.

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Bisel, Ryan S. "Organizational Learning and Organizational Communication". W Organizational Moral Learning, 153–70. New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315652252-10.

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Kaplan, Leslie S., i William A. Owings. "Leading Organizational Change/Organizational Learning". W Organizational Behavior for School Leadership, 139–71. New York, NY : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315669502-5.

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Streszczenia konferencji na temat "Organizational"

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Aurelia, Inezia, i Soebowo Musa. "The Roles of Organizational Culture, Participative Leadership, Employee Satisfaction & Work Motivation Towards Organizational Capabilities". W 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_233.

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Many firms still fail to develop organizational agility. There are more than 40% of organizations think that they are low/not agile in facing market change. Organizational culture plays an important role in developing the organizations to be adaptive in order to manage the VUCA effectively. This study examines the relationships of organizational culture towards participative leadership, employee satisfaction, employee work motivation, organizational learning, and absorptive capacity in developing organizational agility in managing VUCA environment. 263 employees located from an international chemical-based company offices across the globe, who have worked more than three years were the respondents in this study. This study showed that organizational clan culture promotes the development of participative leadership, which it has an empowering effect towards people in the organization resulting in employee satisfaction. The study also confirms the role of organizational culture in creating organizational behavior within the organization that foster the organizational learning, absorptive capacity, and organizational agility; while the study also found that the relationship between participative leadership and employee work motivation is not significant.
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Ploscaru, Andra Nicoleta, Claudia Cristina Rotea, Marian Cazacu i Daniela Victoria Popescu. "Exploring the Direct Influence of the Organizational Change Process on Organizational Performance". W 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/036.

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Organizational change can significantly impact organizational performance, but this impact can be different depending on the nature and purpose of the change and how it is managed. The paper proposes a model for evaluating the effects of the organizational change process on organizational performance, staff retention, and organizational abandonment. The empirical study in which the model is tested was carried out among 294 employees from Romanian organizations who answered the questionnaire questions. Structural equation modeling was used to process the data and obtain the results. Effective change management and employee involvement in the change process can contribute to the success of organizational change and the development of a positive organizational culture, leading to increased organizational performance, high employee retention, and the organizational dropout rate minimization. In addition, organizations should also consider open and transparent communication with employees, as well as providing support in developing the skills and competencies of employees so that they can adapt to organizational changes and contribute to the organization's success.
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Bocean Vărzaru, Anca Antoaneta, Claudiu George Bocean, Mădălina Giorgiana Mangra i Michael Marian Nicolescu. "Accounting the Moderation Effects on the Relationship between Social Responsibility and Business Ethics". W 3rd International Conference Global Ethics -Key of Sustainability (GEKoS). Lumen Publishing House, 2023. http://dx.doi.org/10.18662/lumproc/gekos2022/05.

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Organizations do not function in isolation in society. On the part of society, it is expected that organizations will work in the interest of society and have a sense of obligation to it, to be concerned with solving the problems they have caused. Therefore, the organization should have ethical standards and practice a solid organizational culture and social responsibility to ensure the sustainability and success of the business. The paper aims to address social responsibility and business ethics concerns by building the framework of relationships between social responsibility (SR) and organizational ethics (OE) and determining the moderating effects of organization's reputation (OR), organizational communication (OCm), employee engagement (EE), and organizational culture (OCt). Following structural equation modeling, the paper determines the relationships between the variables and the moderators between these variables. The research results show that CR and OCt strongly moderate the relationship between SR and BE, while OCm and OCm slightly moderate the relationship between SR and OE.
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Zakaitė, Ernesta, i Rita Jakutienė. "Analysis of the communication of the non-governmental organization "Unikalus gyvenimas" on the social network Facebook". W Applied Scientific Research. Šiaulių valstybinė kolegija / Higher Education Institution, Lithuania, 2023. http://dx.doi.org/10.56131/tmt.2023.2.2.164.

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In a modern organization, successful communication is an extremely important process in order to achieve set goals and aspirations. Proper communication can contribute to the formation of the image, the organization's marketing strategy, reaching target audiences, maintaining relations with the public, and attracting sponsors. The growing popularity of social networks encourages organizations to use this tool more and more actively and communicate in an interactive space. The article analyzes the concept of communication, types, channels and tools of organizational communication. The concept of social networks and their benefits for organizational communication are clarified. A practically conducted quantitative study presents an analysis of the communication of the non-governmental organization "Unikalus gyvenimas" on the Facebook social network. The study revealed how respondents evaluate the communication of "Unikalus gyvenimas" on the social network Facebook, conclusions and recommendations are presented. Keywords: organizational communication, external communication, social networks, Facebook.
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CHIȘ-MANOLACHE, Diana. "MENTORING - AN ORGANIZATIONAL NEED NOWADAYS". W SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE. Publishing House of "Henri Coanda" Air Force Academy, 2022. http://dx.doi.org/10.19062/2247-3173.2022.23.18.

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Today's organizations are different from those of two decades ago, and organizational needs have become increasingly complex. For this reason, organizational leaders play many different roles within organizations, such as the role of advisor and mentor. Really valuable leaders have usually been supported by mentors and have been mentors to other individuals. This has brought many benefits to both followers and leaders, but also to the organization as whole. The benefits of subordinates are many, from professional counseling to the existence of a role model. On the other hand, reverse mentoring brings to mind the benefits of mentoring relationships with subordinates.
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Schlesinger, Dave. "Organizational Culture". W 2017 Joint Rail Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/jrc2017-2247.

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Much has been said and written about the role culture plays in the safety performance of organizations across all industries. Understanding that accidents cannot simply be blamed on those directly at fault, this paper explores organizational culture and the part it has played in contributing to the cause of rail and other transportation accidents. This paper also discusses the pivotal role of organization leaders in setting cultural norms and priorities that either bolster or hinder safety. Structure, budget, mission statement, and values, which are established by leaders, all demonstrate the importance of safety to employees and others. At the same time, organizations focused on production run the very real risk of placing safety second. This is a particular concern with transportation providers who may be pressured to focus on performance and schedule adherence, at the cost of safety Recommendations for improvement of organizational culture are provided, with a focus on generally accepted best practices.
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Antipov, D. V., G. V. Akhmetzhanova, O. I. Antipova, A. U. Gazizulina i R. Sharov. "Organizational models of teal organizations". W 2017 6th International Conference on Reliability, Infocom Technologies and Optimization (Trends and Future Directions) (ICRITO). IEEE, 2017. http://dx.doi.org/10.1109/icrito.2017.8342428.

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Mazin, Aleksandr, Aleksandr Egorshin, Irina Guskova i Anna Troitskaya. "Attractiveness of the organization for highly qualified employees: indicator and key organizational factors". W Human resource management within the framework of realisation of national development goals and strategic objectives. Dela Press Publishing House, 2022. http://dx.doi.org/10.56199/dpcsebm.asvb5574.

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The article is devoted to the analysis of organizational factors that affect the attractiveness of an employing organization for employees with a high level of professional qualification. Such employees must not only be attracted initially, but also be retained further, which requires their desire to cooperate with the employer for a long time. As an indicator of attractiveness, the authors consider the willingness (or unwillingness) of employees, who rated the level of their own professional skills by 4 or 5 points out of 5, to change their current job. Using econometric calculations based on polls conducted by the authors in 2011 and 2018 among employees of organizations in the Nizhny Novgorod region, authors have identified factors that have a statistically significant effect on the indicator of an organization’s attractiveness, and have formulated conclusions and proposals on possible adjustments to the organization’s personnel policy, depending on whether the organization has problems with some of these factors.
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Andreis, Federico de, i Federico Leopardi. "MEMBERS AND CULTURE, AN INTERWOVEN DICHOTOMY IN ORGANIZATIONS". W 5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eman.2021.325.

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This thematic review discusses how Organizational Culture can develop and improve Human Resource Management strategies, procedures and tools to support and motivate new staff to meet organization, management and stakeholder expectations in a changing and competitive environment. Organizations are made by people; their value is created by the staff. Strategies involving human resources should have not only a supportive function, but definitely a central one. Organizational culture represents a phenomenon that manifests itself in the fundamental assumptions that guide an organization. It finds fulfilment in the behaviours, values and relationships that characterize the organization itself, both internally and with the external environment. In the modern organization culture represents a topical issue; it is considered an essential ingredient for the success of companies and organizations. It was in the 1980s that definitions of this concept, one of the most complex and articulated in organizational theory, were proposed as a coherent set of fundamental assumptions that a certain group has invented, discovered, or developed within an organization. This research aims to demonstrate how culture could influence the members of organization and, in the same way, that the latter influences culture. Particular attention will therefore be paid to the success of organizations that is also based on this fundamental cultural assumption. Organizational culture, in fact, has to be considered as a real phenomenon, cannot be taken out of context, but must always be related to the internal environment of the organization. The new human resources are in fact involved in the cultural process of the organization, which, even if not desired, develops anyway. For this rea¬son, attention to new resources must include a continuous approach to organizational culture and the promotion and support of the one which is best suited to organizational objectives.
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Stanca, Ionela Petruta, i Tudor Tarbujaru. "Modern Management: The Biggest Challenge of an Era Full of Changes". W 8th International Scientific Conference ERAZ - Knowledge Based Sustainable Development. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eraz.2022.133.

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The 21st century was marked by countless changes and upheav­als around the world that very much revealed a new age. This era of fast, sudden, and omnipresent change has serious implications for our future. In today’s fast-paced world, each organization needs new tools and methods to strengthen its effectiveness. Strong competition in the worldwide mar­ketplace requires organizations to figure out ways to be competitive. Com­petitive advantage is achieved only by organizations that are ready for ex­treme changes and employ techniques and concepts of non-stop improve­ment. In order to obtain a competitive advantage, the context of continu­ous quick globalization, change, and development drives fresh ideas about the modes of activity and roles of organizations. One of the most crucial hu­man activities is management. Since the beginning of time, when humans formed social organizations to achieve goals and objectives that they could not achieve as individuals, management played a vital role in ensuring that individual efforts were coordinated. What is now happening compels man­agers to employ more modern, contemporary techniques and manners of management to meet current issues. New management strategies, such as a process-oriented approach, are necessary. Modern management is the foundation for creating a successful, market-competitive organization. To answer these issues, the study will focus on analyzing management theories and particular elements that separate today’s management from previous eras. Therefore, managers in modern businesses must recognize the critical role they play in helping their organizations accomplish their objectives. For this goal to be achieved, it is vital to apply modern achievements and tech­nology in organizational management. Our paper’s purpose is to demon­strate how management has grown up in an ever-changing organization­al environment. To solve these challenges, researchers need to broaden and expand their attention to the process approach as a way of enhancing the organization’s management system and developing recommendations for maximizing crucial business processes. These events have had an impact on the organizational world, and it is up to management to refresh, modernize and rise to face the challenges.
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Raporty organizacyjne na temat "Organizational"

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Vernalis, Marina. Organizational TeleCardiology. Fort Belvoir, VA: Defense Technical Information Center, maj 2000. http://dx.doi.org/10.21236/ada396568.

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Cannaday, John E., i III. Application of the Organizational Culture Concept to Assess USAF Organizations. Fort Belvoir, VA: Defense Technical Information Center, marzec 1997. http://dx.doi.org/10.21236/ada397942.

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Henderson, Rebecca, i Sarah Kaplan. Inertia and Incentives: Bridging Organizational Economics and Organizational Theory. Cambridge, MA: National Bureau of Economic Research, grudzień 2005. http://dx.doi.org/10.3386/w11849.

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Carley, Kathleen M., Natalie Y. Kamneva i Jeff Reminga. Organizational Morphing Technology. Fort Belvoir, VA: Defense Technical Information Center, grudzień 2004. http://dx.doi.org/10.21236/ada456105.

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Paradis, Gina C., James Yockey i Tracey LeBeau. Energy Organizational Planning. Office of Scientific and Technical Information (OSTI), kwiecień 2009. http://dx.doi.org/10.2172/951271.

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Kozlowski, Steve W., Georgia T. Chao, Eleanor M. Smith, Jennifer A. Heglund i Pat M. Walz. Organizational Downsizing: Individual and Organizational Implications and Recommendations for Action. Fort Belvoir, VA: Defense Technical Information Center, czerwiec 1991. http://dx.doi.org/10.21236/ada237243.

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Santa, Ricardo. The Impact of organizational justice on operational effectiveness: the mediating role of organizational trust and organizational citizenship. Plos One, styczeń 2024. http://dx.doi.org/10.57130/fk2/wma15o.

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Caliendo, Lorenzo, Ferdinando Monte i Esteban Rossi-Hansberg. Exporting and Organizational Change. Cambridge, MA: National Bureau of Economic Research, lipiec 2017. http://dx.doi.org/10.3386/w23630.

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de la Rosa Galey, Diana Marie. Organizational Resilience; Business Continuity. Office of Scientific and Technical Information (OSTI), listopad 2019. http://dx.doi.org/10.2172/1574170.

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Bassetto, Marco, Zhen Huo i José-Víctor Ríos-Rull. Organizational Equilibrium with Capital. Cambridge, MA: National Bureau of Economic Research, grudzień 2018. http://dx.doi.org/10.3386/w25376.

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