Добірка наукової літератури з теми "High organisational performance"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся зі списками актуальних статей, книг, дисертацій, тез та інших наукових джерел на тему "High organisational performance".
Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.
Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.
Статті в журналах з теми "High organisational performance"
Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (December 1, 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
Повний текст джерелаOyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, and James Olabode Bamidele Rotimi. "Determinants of construction organisational performance." Journal of Financial Management of Property and Construction 22, no. 1 (April 3, 2017): 37–61. http://dx.doi.org/10.1108/jfmpc-05-2016-0021.
Повний текст джерелаBeatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.
Повний текст джерелаBeatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.
Повний текст джерелаJyoti, Jeevan, and Asha Rani. "High performance work system and organisational performance: role of knowledge management." Personnel Review 46, no. 8 (November 6, 2017): 1770–95. http://dx.doi.org/10.1108/pr-10-2015-0262.
Повний текст джерелаSantos, Paulo, and André de Waal. "Factors of high performance in Portugal." International Journal of Organizational Analysis 28, no. 3 (November 21, 2019): 611–25. http://dx.doi.org/10.1108/ijoa-07-2019-1824.
Повний текст джерелаTang, Guiyao, Bingjie Yu, Fang Lee Cooke, and Yang Chen. "High-performance work system and employee creativity." Personnel Review 46, no. 7 (October 16, 2017): 1318–34. http://dx.doi.org/10.1108/pr-09-2016-0235.
Повний текст джерелаMia, Lokman, and Lanita Winata. "Manufacturing strategy and organisational performance." Journal of Accounting & Organizational Change 10, no. 1 (February 25, 2014): 83–115. http://dx.doi.org/10.1108/jaoc-10-2011-0048.
Повний текст джерелаZahari, Afzal Izzaz, Norhayati Mohamed, Jamaliah Said, and Fauziah Yusof. "Assessing the mediating effect of leadership capabilities on the relationship between organisational resilience and organisational performance." International Journal of Social Economics 49, no. 2 (November 15, 2021): 280–95. http://dx.doi.org/10.1108/ijse-06-2021-0358.
Повний текст джерелаHonyenuga, Ben Q., Ronald S. J. Tuninga, and Paul W. Th Ghijsen. "Management innovation and organisational performance: the mediating role of high performance organisation framework." International Journal of Business and Globalisation 22, no. 3 (2019): 295. http://dx.doi.org/10.1504/ijbg.2019.099296.
Повний текст джерелаДисертації з теми "High organisational performance"
Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.
Повний текст джерелаDissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
Doody, Sarah-Jane Patricia. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Master's thesis, Lincoln University. Commerce Division, 2007. http://theses.lincoln.ac.nz/public/adt-NZLIU20080125.192821/.
Повний текст джерелаHattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.
Повний текст джерелаDo, Hoa. "High-performance work systems and organisational performance : evidence from the Vietnamese service sector." Thesis, Aston University, 2017. http://publications.aston.ac.uk/30340/.
Повний текст джерелаDoody, Sarah-jane P. "High-involvement work systems : their effect on employee turnover and organisational performance in New Zealand organisations." Diss., Lincoln University, 2007. http://hdl.handle.net/10182/271.
Повний текст джерелаSedgmore, Lynne. "Fostering innovative organisational cultures and high performance through explicit spiritual leadership." Thesis, University of Winchester, 2014. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.698128.
Повний текст джерелаBohme, Heinrich Martin. "A critical review of best practices for a high-performance organisational design." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50244.
Повний текст джерелаENGLISH ABSTRACT: The 21st century is marked by unprecedented changes in technology, political and economic systems, and societal demands, that call for leadership that can develop an organisation's human capacity, structure and functions to perform effectively in a highly dynamic environment. Ever more organisations are required to combine operational effectiveness with strategic flexibility, and organisations with hierarchies, bureaucracies, and many levels of review and approval seem to be incapable of fast response to the new business needs. Information technology (IT) offers additional variables that, when combined with considerations of structure, people, and tasks, can help design more responsive organisations. However, few organisational leaders know how to correct the situation when their organisations are not working well. This study presents IT as the greatest driver of organisational and societal change. Information technology can support different forms of organisational design to cope with the increasing complexity and conflicting demands of today's dynamic business environment. The onus is on management to align the organisational structure with its strategy to improve organisational performance. However, organisations and workplaces differ, and consequently their appropriate work organisation technologies differ. The changes in IT and market structures have shifted the competition from a single organisation to a network scope, resulting in a need for new organisational strategies and structures. Traditional forms of organisation are often deemed inefficient, but this research suggests that leaders should be willing to learn from the past, such as the nature of control issues in work, the importance of infrastructure and design, and that both traditional and new forms are necessary to adapt to the conflicting demands of today's business environment. Most organisations today are still hierarchical with some form of top-down structure, but it remains essential that some people are leaders and others are followers to prevent anarchy in an organisation. Simply eliminating hierarchical structures does not result in more responsive organisations, and thus "healthy hierarchies" should be designed to allow flexibility within a hierarchical structure. Emerging concepts and models of organisation thus rarely completely replace earlier ones, but instead try to create a richer context within which to reinterpret the earlier concepts and their role in a broader, more complex framework. Organisations cannot be represented as "pure" forms, but should be seen as dynamic systems that consist out of clusters of segments, where each segment can be represented as a pure form of organisation. Organisations should be able to gain a competitive advantage if management is able to combine difficult-to-combine attributes, and to design an organisation with different forms to face internal and external challenges. A framework is presented to help practitioners to design or redesign their organisations according to best practices. The framework incorporates the influence of IT on the business environment and the organisation, the concept of a "healthy" hierarchy, the commitment of the key stakeholders to organisational change, and tests to design an organisation according to four fit drivers (product-market strategies, corporate strategy, people, and constraints) and five good design principles.
AFRIKAANSE OPSOMMING: Die 21ste eeu is gekenmerk deur ongekende veranderinge in tegnologie, politiese en ekonomiese stelsels, en sosiale eise. Leiers moet dus 'n organisasie se menslike kapasiteit, struktuur en funksies kan ontwikkel om effektief in 'n hoogs dinamiese omgewing te kan opereer. AI hoe meer organisasies word vereis om operasionele effektiewiteit met strategiese buigsaamheid te kombineer, en organisasies met hierargieë, burokrasieë, en baie vlakke van hersiening en goedkeuring blyk nie in staat te wees om vinnig te reageer op die nuwe besigheidsvereistes nie. Informasie tegnologie (IT) bied addisionele veranderlikes wat kan help om beter reagerende organisasies te ontwerp met inagneming van struktuur, mense, en werk. Min leiers weet egter hoe om die situasie te verbeter wanneer hulle organisasie nie goed presteer nie. Hierdie studie stel IT voor as dié grootste drywer van organisatoriese en sosiale verandering. Informasie tegnologie ondersteun verskillende vorms van organisatoriese ontwerp wat voldoen aan die stygende kompleksiteit en teenstrydige vereistes van vandag se dinamiese besigheidsomgewing. Die onus rus egter op die bestuur om die struktuur van die organisasie in lyn te bring met sy strategie van verhoogde prestasie. Organisasies en werksplekke verskil, en gevolglik sal die toepaslike tegnologieë vir die organisasie van werk ook verskil. Die veranderinge in IT en markstrukture het kompetisie verskuif van 'n enkelorganisasie na 'n netwerk toe, wat 'n behoefte vir nuwe organisatoriese strategieë en strukture tot gevolg gehad het. Tradisionele vorms van organisasie word gereeld as ondoeltreffend bestempel, maar hierdie studie stel voor dat leiers moet gewillig wees om uit die verlede te leer, soos die aard van beheerkwessies by die werk, die belangrikheid van infrastruktuur en ontwerp, en dat beide tradisionele en nuwe vorms nodig is om aan te pas by die teenstrydige vereistes van vandag se besigheidsomgewing. Die meeste organisasies is vandag steeds in een of ander vorm hierargies gestruktureerd van bo na onder, maar dit bly nietemin noodsaaklik dat sekere mense leiers is en ander volgelinge om anargie in 'n organisasie te vermy. Deur slegs hierargiese strukture te verwyder sal nie tot 'n meer responsiewe organisasie lei nie, en dus behoort "gesonde hierargieë" ontwerp te word om buigsaamheid binne 'n hierargiese struktuur toe te laat. Opkomende konsepte en modelle van organisasie vervang gevolglik selde die voriges, en probeer eerder 'n ryker konteks te skep, waarbinne die vorige konsepte en hulle rol in 'n breër, meer komplekse raamwerk geherinterpreteer kan word. Organisasies kan nie as "suiwer" vorms voorgestel word nie, maar eerder as dinamiese stelsels bestaande uit groepe segmente, waar elke segment 'n suiwer vorm van organisasie verteenwoordig. Organisasies behoort dus 'n mededingende voordeel te trek, as die bestuur in staat is om moeilik kombineerbare eienskappe te kombineer, en 'n organisasie met verskillende vorms te kan ontwerp wat interne en eksterne uitdagings trotseer. 'n Praktiese raamwerk word voorgestel om organisasies te ontwerp en te herontwerp volgens beste gebruike. Die raamwerk inkorporeer die invloed van IT op die besigheidsomgewing en die organisasie, die konsep van 'n "gesonde" hierargie, die verbintenis van alle sleutelinsethouers tot verandering van die organisasie, en toetse om 'n organisasie te ontwerp volgens vier pasdrywers (produk markstrategieë, besigheidstrategie, mense, en beperkinge) en vyf goeie ontwerpbeginsels.
Okoya, Olajumoke. "Organisational climate and performance : a case study of Nigerian high growth SMEs." Thesis, University of East London, 2013. http://roar.uel.ac.uk/3932/.
Повний текст джерелаBouwer, Ernst Jooste. "Rationale of the beehive model of organisational renewal for entrenching change and high performance." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53566.
Повний текст джерелаENGLISH ABSTRACT: The Beehive Model (Figure 1.1) of organisational renewal is a theoretical model and analytical tool, in a honeycomb formation as developed by Nel (2001), which is used to obtain a 'snapshot' of organisational compliance with the application of either best or poor practices associated with seven individual workplace practices within the contemporary economic climate. Each of the seven workplace practices has eight pairs of indicators, in a questionnaire format (Appendix A), used to obtain the 'snapshot' of how an evaluated organisation/department/business unit performs regarding the application of either poor or best practices. The workplace practices, namely Strategy, Change Leadership, Stakeholder Commitment, Pay and Incentives, Talent Creation, Business Disciplines, and Structures, are suggested to be strongly related to and critical for entrenching change and high performance in organisations if best practices are applied correctly as driven by strategy. It is suggested that the application of poor practices within the organisational environment is likely to result in inertia and poor performance. The study project endeavour to determine the rationale behind the Beehive Model of organisational renewal for the entrenchment of change and high performance in organisational culture, as justified by recent academic literature, using a literature review as research design. The correlation of entrenched change and high performance with the application of best practices, and entrenched organisational inertia and poor performance with the application of poor practices, is in both cases assumed to be positive and no attempt is made to empirically test the correlations within this study project. The Beehive Model and the literature reveal a synthesised environment that culturally and structurally integrates workplace practices and questionnaire indicators, reinforcing and causing high performance, and endeavouring to create and explain the following scenario: All employees are enabled and empowered to achieve their maximum capability and potential through formal and informal workplace practices and processes that are integrated throughout the organisation and structured in such a way that makes them clear and simple to understand and easy to use, channels information flow purposefully, encourages and forces active information flow, and delivers relevant and useful information within specific contexts as underpinned by competent employees that are actively involved in the design, implementation, usage and ongoing adjustment of the workplace practices. This encourages contextual business understanding, and commitment to and participation in performance enhancing problem solving through effort that is aligned with strategy. The findings suggest that the Beehive Model's structure and purpose and the associated questionnaire indicators are soundly supported by recent academic theory as well as the limited available empirical research on related topics. It is therefore possible to conclude with a reasonably high level of confidence, as viewed against the backdrop of trends in the literature, that high compliance with the correct and holistic application of best practice, as associated with the seven workplace practices' indicators, is likely to result in the entrenchment of change and high performance within an organisation's culture. The literature reviewed also strongly suggests the industry independence of the effective application of the Beehive Model's questionnaire indicators.
AFRIKAANSE OPSOMMING: Die 'Beehive'-model (Figure 1.1) van organisatoriese vernuwing is 'n teoretiese model en analitiese werktuig, in 'n heuningkoekformaat soos ontwerp deur Nel (2001), wat gebruik word om 'n 'kiekie' te verkry van organisatoriese nakoming ten opsigte van die toepassing van goeie of slegte praktyke binne die kontemporêre ekonomiese klimaat. Elkeen van die sewe werkplekpraktyke het agt pare aanwysers, in 'n vraelysformaat (Aanhangsel A), wat gebruik word om die 'kiekie' te verkry van hoe die geëvalueerde organisasie/afdeling/besigheidseenheid presteer ten opsigte van die toepassing van óf slegte óf goeie praktyke. Daar word te kenne gegee dat die werkplekpraktyke, naamlik Strategie, Veranderingsleierskap, Verbintenis van belanghebbendes, Vergoeding en Aansporing, Talentskepping, Besigheidsdissiplines en Strukture, sterk in verband staan met en kritiek is vir die vaslegging van verandering en hoë prestasie binne organisasies indien goeie praktyke korrek toegepas word soos gedryf deur strategie. Daar word te kenne gegee dat die toepassing van slegte praktyke binne die organisasie-omgewing waarskynlik traagheid en swak prestasie tot gevolg sal hê. Die studieprojek poog om die rasionaal van die 'Beehive'-model van organisasievernuwing vir die vaslegging van verandering en hoë prestasie in die organisasiekultuur te bepaal soos geregverdig deur onlangse akademiese literatuur deur die gebruikmaking van 'n literatuuroorsig as navorsingsontwerp. Daar word aangeneem dat die korrelasie van vasgelegde verandering en hoë prestasie met die toepassing van goeie praktyke, en vasgelegde organisasietraagheid en swak prestasie met die toepassing van swak praktyke in beide gevalle positief is en geen poging word aangewend om die korrelasies empiries te toets as deel van hierdie studieprojek nie. Die 'Beehive'-model en literatuuroorsig toon 'n saamgevoegde omgewing wat kultureel en struktureel die werkplekpraktyke en vraelysaanwysers integreer en daardeur hoë prestasie versterk en veroorsaak, en wat poog om die volgende scenario te skep en te verduidelik: Alle werknemers word in staat gestel (bekwaam) en bemagtig om hul volle vermoë en potensiaal te bereik deur formele en informele werkplekpraktyke en prosesse wat regdeur die organisasie geïntegreer is en wat duidelik en eenvoudig gestruktureer is om dit maklik te maak om te verstaan en te gebruik, informasievloei doelgerig te kanaliseer, aktiewe inligtingsvloei aan te moedig en te forseer, en wat toepaslike en nuttige inligting binne bepaalde verband lewer soos ondersteun deur bekwame werknemers wat aktief betrokke is by die ontwerp, implementering, gebruik en deurlopende aanpassing van die werkplekpraktyke. Dit moedig die kontekstuele begrip van die besigheid, asook verbintenis tot en deelname aan prestasieverhogende probleemoplossing aan deur inspanning wat strategiegerig is. Die bevindings dui daarop dat die 'Beehive'-model se struktuur en doel en die gepaardgaande vraelysaanwysers sterk ondersteun word deur onlangse akademiese teorie asook beperkte beskikbare empiriese navorsing ten opsigte van verwante onderwerpe. Daarom is dit moontlik om met 'n redelike hoë mate van vertroue tot die gevolgtrekking te kom, soos gesien teen die agtergrond van tendense in die literatuur, dat 'n hoë mate van nakoming van die korrekte en holistiese toepassing van goeie praktyke, soos geassosieer met die sewe werkplekpraktykaanwysers, waarskynlik sal lei tot die vaslegging van verandering en hoë prestasie in die kultuur van 'n organisasie. Die literatuuroorsig dui ook redelik sterk op die begryfsonafhanklikheid van die doeltreffende toepassing van die "Beehive'- modelvraelysaanwysers.
Abrahams, M. F. "The beehive of organisational excellence : entrenching workplace practices that lead to high performance." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/53088.
Повний текст джерелаENGLISH ABSTRACT: For the past two decades or so we have been witnessing the dawn of the information age. The technological revolution that typifies this era is proceeding at a rate unparalleled by the advances of previous eras. This technological advancement has spawned what is called the New Economy, where the currency is information and the watchword is speed. The New Economy is global, knowledge-driven, and highly competitive. It has forever changed the competitive landscapes of many industries, combined others into new industries, and has even created entirely new industries. The New Economy poses many new challenges for organisations that strive for excellence. Amongst other things, globalisation and rapid advances in technology are constantly raising performance level benchmarks on all fronts. This means that organisations striving for excellence have to be stable yet agile, lean, responsive, innovative, efficient, customer-focused, and profitable. In addition, the pressure on organisations to democratise the workplace brings its own challenges. One such approach for organising for excellence is the Beehive model where minimum levels of performance have to be attained in each of seven interdependent areas: strategy, structures, people capacity, business disciplines, stakeholder commitment, pay and incentives, and change leadership. Taken out of context, these practices will not produce the desired improvements in performance. They need to be treated as a system where the practices fit with and support each other.
AFRIKAANSE OPSOMMING: Vir ongeveer die afgelope twee dekades ervaar ons die aanbreek van die informasie tydperk. Die tegnologiese revolusie, wat 'n kenmerk is van hierdie era, gaan voort met 'n tempo ongeewenaard met die vooruitgang van vorige eras. Hierdie tegnologiese vooruitgang het voortgebring wat die Nuwe Ekonomie genoem word, waar die geldeenheid informasie en die wagwoord spoed is. Die Nuwe Ekonomie is wereldwyd, kennis aangedrewe, en hoogs kompeterend. Dit het die kompeterende landskappe van baie industriee vir ewig verander, ander in nuwe industriee kombineer en selfs geheel en al nuwe industriee geskep. Die Nuwe Ekonomie lewer vele nuwe uitdagings op vir organisasies wat na uitmuntenheid streef. Om maar een te noem veroorsaak globalisasie en vinnige vooruitgang in tegnologie 'n konstante styging in prestasie vlak hoogtemerke reg deur die industrie. Dit beteken dat organisasies wat na uitmuntenheid streef stabiel, tog ook behendig, reagerend, vernuwend, effektief, klient gefokus en winsgewend moet wees. Daarmee saam bring die druk op organisasies om by die werkplek te demokratiseer sy eie uitdagings. Een so benadering vir organisering vir uitmuntendheid is die Beehive model waar minimum vlakke van prestasie in elke sewe interafhanklike areas behaal moet word: strategie, strukture, menslike kapasiteit, besigheids dissipline, insethouer toegewydheid, betaling en prestasielone, en oorgangsleiding. Uit konteks sal hierdie praktyke nie die gewensde verbeterings in prestasie behaal nie. Dit moet as 'n sisteem behandel word waar die praktyke mekaar pas en ondersteun.
Книги з теми "High organisational performance"
Kielty, Sonya. A study of organisational culture and the employee performance benefits of peron-organisation fit and commitment within a high growth I.T. company. (s.l: The Author), 2001.
Знайти повний текст джерелаHolbeche, Linda. High performance organisation checklist. Horsham: Roffey Park Institute, 2003.
Знайти повний текст джерелаThomas, Roth, Hess Kären M. 1939-, and Wilson Learning Corporation, eds. Creating the high performance team. New York: Wiley, 1987.
Знайти повний текст джерелаBuchholz, Steve. Creating the high performance team. New York: Wiley, 1987.
Знайти повний текст джерелаDeveloping the high performance organisation: Best practice for managers. Dublin: Oak Tree Press, 1996.
Знайти повний текст джерелаDeveloping the high performance organisation: Best practice for managers. Dublin: Oak Tree Press, 1998.
Знайти повний текст джерелаParker, Sharon. Dimensions of performance effectiveness in high-involvement work organisations. [S.L.]: [S.N.], 1994.
Знайти повний текст джерелаRayner, Steven R. Recreating the workplace: The pathway to high performance work systems. Essex Junction, VT: O. Wight Publications, 1993.
Знайти повний текст джерелаHead, Christopher W. Beyond corporate transformation: A whole systems approach to creating and sustaining high performance. Portland, Or: Productivity Press, 1997.
Знайти повний текст джерелаHuwe, Ruth A. Metrics 2.0: Creating scorecards for high-performance work teams and organizations. Santa Barbara, Calif: Praeger, 2010.
Знайти повний текст джерелаЧастини книг з теми "High organisational performance"
Natrajan, Anand, Marty A. Humphrey, and Andrew S. Grimshaw. "Grids: Harnessing Geographically-Separated Resources in a Multi-Organisational Context." In High Performance Computing Systems and Applications, 25–32. Boston, MA: Springer US, 2003. http://dx.doi.org/10.1007/978-1-4615-0288-3_8.
Повний текст джерелаMishra, Paritosh, Balvinder Shukla, and R. Sujatha. "High Performance Work Practices (HPWPs) to Support Change Management." In Human Resource Management for Organisational Change, 75–96. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-9.
Повний текст джерелаSendjaya, Sen, Andre A. Pekerti, Brian K. Cooper, and Cherrie Jiuhua Zhu. "Fostering Organisational Citizenship Behaviour in Asia: The Mediating Roles of Trust and Job Satisfaction." In Leading for High Performance in Asia, 1–18. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-6074-9_1.
Повний текст джерелаKappe, Doris. "High-Performance-Organisation." In High Performance Leader – Dauerhaft erfolgreich auf der Top-Ebene, 117–200. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-09019-7_5.
Повний текст джерелаGranig, Peter, Iris Amschl, Eva Kaufmann, Christina Kienberger, and Elisabeth Miedl. "High Performance Organisationen im Gesundheitssystem." In Gesundheitswirtschaft – Wachstumsmotor im 21. Jahrhundert, 63–75. Wiesbaden: Gabler, 2011. http://dx.doi.org/10.1007/978-3-8349-6403-8_3.
Повний текст джерелаFox, G. C., E. Bogucz, D. A. Jones, K. Mills, M. Podgorny, and K. A. Hawick. "InfoMall: A scalable organisation for the development of High Performance Computing And Communications software and systems." In High-Performance Computing and Networking, 137–39. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/3-540-57981-8_105.
Повний текст джерелаBogdanov, Alexander, Ashot Gevorkyan, and Armen Grigoryan. "First principle calculations of quantum chaos and its self-organisation in the framework of ID model of random quantum reactive harmonic oscillator." In High-Performance Computing and Networking, 919–21. Berlin, Heidelberg: Springer Berlin Heidelberg, 1998. http://dx.doi.org/10.1007/bfb0037233.
Повний текст джерелаMüller, Keven. "Konzeption einer High Performance Learning Journey." In Entwicklung eines High Performance Learning Journey Konzepts zur organisationalen Weiterbildung agiler Rollen im Rahmen von SAFe, 51–89. Wiesbaden: Springer Fachmedien Wiesbaden, 2022. http://dx.doi.org/10.1007/978-3-658-36869-2_5.
Повний текст джерелаvan Bavel, Svetlana, Erwan Sourty, Bert de With, and Joachim Loos. "Exploring the 3D organisation of high-performance organic solar cells." In EMC 2008 14th European Microscopy Congress 1–5 September 2008, Aachen, Germany, 795–96. Berlin, Heidelberg: Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-85226-1_398.
Повний текст джерелаVagadia, Bharat. "Delivering High Performance Organisations Through Enterprise-Wide Governance and Strategic Leadership." In Management for Professionals, 7–35. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38589-6_2.
Повний текст джерелаТези доповідей конференцій з теми "High organisational performance"
Waly, Nesren, Rana Tassabehji, and Mumtaz Kamala. "Improving Organisational Information Security Management: The Impact of Training and Awareness." In 2012 IEEE 14th Int'l Conf. on High Performance Computing and Communication (HPCC) & 2012 IEEE 9th Int'l Conf. on Embedded Software and Systems (ICESS). IEEE, 2012. http://dx.doi.org/10.1109/hpcc.2012.187.
Повний текст джерелаMackintosh, Angela. "How an Integrated Change Programme Has Accelerated the Reduction in High Hazard Nuclear Facilities at Sellafield." In ASME 2011 14th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2011. http://dx.doi.org/10.1115/icem2011-59014.
Повний текст джерелаCoulson, K. E. W., T. C. Slimmon, and M. A. Murray. "A Structured Approach to Supplier Performance Measurement." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-116.
Повний текст джерелаNoel, Victor, and Franco Zambonelli. "Engineering emergence in Multi-Agent Systems: Following the problem organisation." In 2014 International Conference on High Performance Computing & Simulation (HPCS). IEEE, 2014. http://dx.doi.org/10.1109/hpcsim.2014.6903719.
Повний текст джерелаPianini, Danilo, Mirko Viroli, Franco Zambonelli, and Alois Ferscha. "HPC from a self-organisation perspective: The case of crowd steering at the urban scale." In 2014 International Conference on High Performance Computing & Simulation (HPCS). IEEE, 2014. http://dx.doi.org/10.1109/hpcsim.2014.6903721.
Повний текст джерелаYoshimura, K., I. Gaus, K. Kaku, T. Sakaki, A. Deguchi, and S. Vomvoris. "The Role of Large Scale Demonstration Experiments in Supporting the Implementation of a High Level Waste Programme." In ASME 2013 15th International Conference on Environmental Remediation and Radioactive Waste Management. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/icem2013-96048.
Повний текст джерелаSteel, David, and L. M. Mallon. "Towards a High Performance Organisation (An E & P Company's Experience)." In SPE Asia Pacific Oil and Gas Conference. Society of Petroleum Engineers, 1994. http://dx.doi.org/10.2118/28744-ms.
Повний текст джерелаTietz, Rigo. "Entrepreneurial Experience and Entrepreneurial Strategy: Empirical Analysis of the Influence of Entrepreneurial Teams with Academic and Surrogate Entrepreneurs on Entrepreneurial Strategy of Research-based Spin-off Companies in Europe." In 18th Annual High Technology Small Firms Conference, HTSF 2010. University of Twente, 2010. http://dx.doi.org/10.3990/2.268474892.
Повний текст джерелаKwiatkowski, Krzysztof. "Potential of city networks in shaping the world’s ecumene." In Virtual City and Territory. Barcelona: Centre de Política de Sòl i Valoracions, 2016. http://dx.doi.org/10.5821/ctv.8101.
Повний текст джерелаGowsiga, M., and T. Kartheepan. "The impact of COVID-19 on the business continuity of the Sri Lankan apparel industry: Human resource management (HRM)." In 10th World Construction Symposium. Building Economics and Management Research Unit (BEMRU), University of Moratuwa, 2022. http://dx.doi.org/10.31705/wcs.2022.69.
Повний текст джерелаЗвіти організацій з теми "High organisational performance"
McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.
Повний текст джерела