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1
Etezady, Nooredin. "The Impact of ERP Investments on Organizational Performance." NSUWorks, 2008. http://nsuworks.nova.edu/gscis_etd/508.
Повний текст джерелаАнотація:
Enterprise resource planning (ERP) systems affect organizations and are implemented to enhance organizational effectiveness. However, ERP implementation is complex, costly and the research to date on the results of ERP investments on organizational performance have been inconclusive. The goal of this study was to discover the impact of ERP systems implementation on organizational performance by measuring the impact of an ERP on financial performance of public companies over a period of four years. Based on a comprehensive literature search, two independent variables and four dependent variables that represent organizational performance were defined. Return on asset, return on investment, return on sales, and cost of goods sold over sales measured organizational performance. ERP implementation status and ERP scope (independent variables) affected dependent variables.
This causal comparative study was based on a quantitative research design and was divided into two parts. The first part of the study focused on discovering the relationship between ERP implementation and organizational performance. The second part of the study focused on finding relationships between the scope of ERP and organizational performance for firms that have implemented ERP.
The results achieved from analysis of data showed that deployment of ERP systems did not affect financial performance of organizations significantly when measured over a four-year post-adoption period. When comparing pre- to post-adoption financial performance, both ERP-adopters and non-adopters had financial performance decline in the first and second post-adoption years because of the stock market devaluation of the 2000-2002 period. However, ERP-adopters lagged one year behind the non-adopters in recovery. Furthermore, varying ERP scope did not affect significantly financial performance of the firms that had implemented ERP. Pre-adoption differential performance was a better predictor of post-adoption performance than ERP scope over a four-year post-adoption period.
This study adds to the body of knowledge in the area of information technology and ERPs and its results can contribute to improved decision-making and setting ERP expectations at the time of ERP purchase. Future researchers can use the financial performance measures used in this study to develop formal measures to assess the financial performance of future adopters of ERP systems.
2
A, Abulbire Theophilus. "Impact of green supply chain on organizational performance." Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81726.
Повний текст джерелаАнотація:
Зелений ланцюг поставок став глобальною проблемою через негативний вплив на екологічне середовище, економіку та загальний прожиток. GSC розширює звичайний ланцюжок поставок, включаючи практики, спрямовані на зменшення екологічного впливу товару протягом усього циклу, такі як екологічне будівництво, економія витрат, вивезення небезпечних матеріалів та переробка та повторне використання товарів. Це дослідження мало на меті вивчити вплив GSC на ефективність діяльності організацій, які зосереджені на Великій Аккрі.
В аналізі використано детальний дизайн поперечного перерізу. Для опитування п'ятдесяти (50) респондентів також був використаний базовий метод довільної вибірки. Дані аналізували за допомогою Статистичного пакету соціальних наук (SPSS).
Дослідження виявляє, що екологічний вплив ГСК на організації також є значним. Знову було виявлено, що GSC має економічний та операційний вплив на організації, але не в дуже значній мірі. Нарешті, було виявлено, що організації вживають заходів GSC, щоб мінімізувати або зменшити шкідливий вплив СК на навколишнє середовище, економіку та саму організацію.The Green Supply Chain has become a global issue due to its negative effects on the ecological environment, the economy and general livelihoods. GSC is widening the conventional supply chain to incorporate practices aimed at reducing the environmental effect of a product during the whole cycle, such as green construction, cost savings, the removal of hazardous materials and the recycle and re-use of goods. This research aimed to examine the impact of GSC on the performance of organizations with a concentration on the Greater Accra Metropolitan Region. The analysis used a detailed cross-section design. A basic random sampling technique was also used for the survey of fifty (50) respondents. Data was analyzed using the Statistical Package for the Social Sciences (SPSS). The study finds that the environmental effect of GSC on organizations is also significant. Again it was discovered that GSC has an economic and operational effect on organizations, but not to a very significant degree. Finally, it was revealed that the organizations are taking GSC steps to minimize or reduce the detrimental impact SC has on the environment, the economy and the organization itself.
3
Tedla, Tewodros Bayeh. "The Impact of Organizational Culture on Corporate Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2509.
Повний текст джерелаАнотація:
Lack of effective organizational culture and poor cultural integration in the corporate group affect organizational performance and decrease shareholders return. The purpose of this exploratory case study was to explore successful strategies that one corporate group used to establish an effective organizational culture to improve performance. The Denison organizational culture model served as the conceptual framework for the study. A purposive sample of 20 senior managers from a corporate group in Ethiopia participated in semistructured face-to-face interviews. The selected participant met the criteria of a minimum 5 years of experience with successful strategies in establishing an effective organizational culture in the corporate group. The interview data were transcribed, categorized, and coded; they were subsequently member checked and triangulated to increase the trustworthiness of interpretations. The findings included a well-defined mission that attributed to developing shared understanding between employees and managers, and employee-focused leadership that contributed to motivating employees. Core corporate value findings included the well-being of the society through self-regulated corporate social responsibility. The findings identified in this study could have potential for economic growth in the local economy and may contribute to social change with strategies business managers may use to sustain their business and improve the life standards of employees and the local community.
4
Sanford, Robin Ann. "The Impact of Activity-Based Costing on Organizational Performance." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/101.
Повний текст джерелаАнотація:
The focus of this study was to determine the impact of activity-based costing (ABC) on organizational performance. ABC can support the strategic management process and provide significant benefit to organizations. Empirical research has provided mixed results of ABC success, which has been the center of controversy since the 1980s. This examination utilized the contingency theory as a theoretical basis for the study. The researcher expected to find that ABC organizations succeed or fail to improve performance due to how well they fit their strategies, structures, and managerial accounting practices to the complex business environment. This study addressed the fundamental question does ABC improve organizational performance? The study found that management accounting practices could only significantly predict organizational performance, as measured by market price, EPS, and asset turnover. The results indicated that ABC organizations have higher asset turnover than non-ABC organizations. However, non-ABC organizations have higher market price and EPS than ABC organizations. The findings indicated no statistically significant differences in operating performance when either ABC or non-ABC accounting practices are used with a low-cost strategy. Finally, the results found no statistically significant differences in operating performance when ABC organizations use a strategy other than a low-cost strategy.
5
Solomon, Simona. "Impact on business performance by the organizational and technological infrastructures." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk2/ftp01/MQ39091.pdf.
Повний текст джерела
6
Bollar, Suzanne L. "The impact of organization culture on employee work attitudes, readiness for change, and organizational performance." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/28970.
Повний текст джерела
7
Lyons, Rebecca. "Strategic Human Resource Development Impact on Organizational Performance: Does SHRD Matter?" Diss., North Dakota State University, 2016. https://hdl.handle.net/10365/28020.
Повний текст джерелаАнотація:
In the United States today organizational leaders are concerned with skills gaps, or the
limited availability of qualified workers to fill open positions. The reason for their concern is the
impact of skills gaps on organizational performance in a number of areas including productivity,
customer satisfaction, profitability, and the ability to expand. To address skills gaps, many
leaders choose to employ workforce training and development. Strategic Human Resource
Development (SHRD) is a growing field of research and practice that aims to integrate and align
training and development approaches with organizational strategy to improve organizational
performance. However, there is inconsistent empirical support for the claim that SHRD
positively affects organizational performance.
The current study investigates this claim using structural equation modeling with scores
from National Baldrige Award applicants. Organizations that apply to the National Baldrige
Award utilize the Baldrige Framework for Performance Excellence (Baldrige Framework). The
Baldrige Framework includes SHRD as part of a systematic approach to improving
organizational performance. As such, organizations applying for the National Baldrige Award
receive scores for the use of SHRD as well as organizational performance. The current study
uses these scores to create a structural equation model that statistically illustrates organizational
performance and SHRD’s impact upon it.
The results of the current study clearly illustrate that organizational performance is a
construct comprised of multiple types of organizational results and that SHRD positively affects
the construct of organizational performance. The results provide a causal inference between an
increase in the use of SHRD and improved organizational performance. Therefore, if
organizational performance is important, SHRD matters.
8
Cheban, Yuliya Mikhaylovna. "The Impact of Cultural Resilience on Affect and Performance in Organizational Settings." Thesis, California State University, Long Beach, 2019. http://pqdtopen.proquest.com/#viewpdf?dispub=10978000.
Повний текст джерелаАнотація:
Examining cultural differences in resilience among workers and how these differences are related to satisfaction and performance at work is a vital research area that may provide insights into the United States’ steadily diversifying workforce. Specifically, there has been limited research on cultural differences in the workplace and its impact on affect and performance. This study investigated the impact that cultural resilience has on an individual’s job satisfaction and work performance. Moderation analyses using cultural resilience were conducted to test the impact that minority status, immigration status, and stress have on job satisfaction and performance. Results of this study indicated a significant interaction between cultural resilience and stress on an employee’s job satisfaction. Although minority and immigrant status significantly contributed to an individual’s cultural resilience, there was no significant interaction between cultural resilience and group status on an employee’s job performance. This study highlights the importance of examining the perspective of cultural minorities in workplace settings and has implications on workplace dynamics.
9
Arnold, Charla. "Impact of Employee Performance and Job Status on Perceptions of Sexual Harassment." TopSCHOLAR®, 2000. http://digitalcommons.wku.edu/theses/710.
Повний текст джерелаАнотація:
Once unnoticed and unreported, sexual harassment claims have risen dramatically within the last two decades. Although guidelines published by the Equal Employment Opportunity Commission in 1980 provided a definition of sexual harassment, researchers continue to examine variables affecting individual perceptions of sexual harassment. Contextual factors impacting the labeling of sexual harassment include the type and severity of the harassment, the ambiguity of the sexually harassing behaviors, and gender differences in perceptions of sexual harassment. The present researcher examined the impact of employee performance and employment status on perceptions of sexual harassment. Results indicated that female participants were more likely than male participants to label behaviors as sexual harassment. There were no differences between perceptions of sexual harassment for employees with either good or poor performance records. However, participants were more likely to perceive the employee was the victim of sexual harassment when no employee performance information was presented than when either good or poor performance information was presented. Finally, employees currently employed by the organization were perceived to be victims of sexual harassment more often than employees who had been dismissed from the organization.
10
Eilard, Hillevi, and Albina Iljasov. "The Use of Social Impact Measurements in Socially Entrepreneurial Organizations - A Quantitative Survey Study on Organizational Size." Thesis, Malmö högskola, Fakulteten för kultur och samhälle (KS), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-23983.
Повний текст джерелаАнотація:
This thesis investigates the relationship between organizational size and the decision of using social impact measurements in Swedish socially entrepreneurial organizations, which include organizations and individuals that aim at solving social problems. Data is collected using an online survey, and three different ways to measure organizational size are used and tested whether they have a positive relation-ship with the use of social impact measurement. Organizational size is measured as the yearly turnover, available personnel and the number of members and participants in the organization. The association was analyzed through three different analytical methods, and we also present detailed descriptive statis-tics for the data sample. The results showed significant relationships between available staff as well as members and participants and the use of social impact measurements, while no significant relationship between the yearly turnover and the use of social impact measurements could be confirmed. We suggest a consideration of impact measurements when addressing sustainable organizational development as well as consideration of organizational size for local governments when introducing policies, funding and other support for socially entrepreneurial organizations.
11
Toh, Kim Sai 1964. "Impact of IT-enabled organizational change on firm performance : an event study." Thesis, Massachusetts Institute of Technology, 2002. http://hdl.handle.net/1721.1/8465.
Повний текст джерелаАнотація:
Thesis (S.M.M.O.T.)--Massachusetts Institute of Technology, Sloan School of Management, Management of Technology Program, 2002.Includes bibliographical references (leaves 45-47).
Past event-studies on the impact of Information Technology (IT) on organizations have focused on the different types of IT initiatives from various perspectives, for e.g., an organizational perspective (joint venture, outsourcing, appointment of Chief Information Officer), type of business model (828, B2C), comparisons of returns between conventional and e-business firms and between initiatives involving digital and tangible goods. This thesis however, focuses on how industry structure can influence the firm's performance and the value created for shareholders via IT initiatives. It will study how organizational structure and management changes enabled by IT influence the performance of firms. Current literature suggests that the potential impact of such organizational structure and management changes on future firm performance has not been fully explored. The results of the study show that industry structure does affect the variance in firm performance and certain organizational structure changes resulting from the IT initiative such as management change and creation of a new IT group can generate higher reliability and value of the firm's future performance.
by Kim Sai Toh.
S.M.M.O.T.
12
Holloway, Samuel Scott. "When does the network organizational form fail? : examining the impact of project characteristics on organizational structure and performance /." Connect to title online (Scholars' Bank) Connect to title online (ProQuest), 2009. http://hdl.handle.net/1794/10222.
Повний текст джерела
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Holloway, Samuel Scott 1974. "When does the network organizational form fail? Examining the impact of project characteristics on organizational structure and performance." Thesis, University of Oregon, 2009. http://hdl.handle.net/1794/10222.
Повний текст джерелаАнотація:
xv, 228 p. : ill. A print copy of this thesis is available through the UO Libraries. Search the library catalog for the location and call number.This dissertation integrates economic and sociological approaches to network organizing to explain the structure and performance of network organizational forms. Previous theorizing from economics and sociology linked network organizational structure to "pairwise" or dyadic assessments of transaction efficiency and relational efficacy. Research based on these theories offered only partial understanding of network organizational performance because this work ignores the impact of multiple dyads interacting simultaneously, which occurs at the network level of analysis. This study integrates economic and sociological theories, treating them as interdependent explanations of network structure and performance. Theory is developed at the network level of analysis, which is necessary to explain the structure and performance of network organizations. Taking a network governance perspective, I formulate a theoretical model predicting the impact of exchange conditions upon the structure and performance of network organizations. I focus upon a specific variant of network organizations, "temporary interorganizational networks" (TINs), and develop and test hypotheses derived from transaction cost economics and from the sociological perspective focusing on relational embeddedness. I test these hypotheses by constructing a unique dataset containing comprehensive financial, organizational, and performance information regarding a population of network organizations during the years 2000-2007. Each observation in this dataset constitutes a network form designed to address a specific project, and these observations include both those networks that succeeded and those that failed. The study's design overcomes a limitation of prior cross-sectional analyses: Most prior analyses treat network ties as durable and assume that all ties add value to an organization. This assumption is challenged by empirical findings suggesting that the value of a relational tie decays rapidly with time. In contrast, the transient relationships common in TINS repeatedly form and dissolve over time. By observing both the formation and dissolution of ties and both successful and unsuccessful interorganizational networks, this study is among the first to test the full range of network organizational performance. My results indicate that exchange conditions significantly affect both the structure and performance of the network organizational form. Additionally, analyses reliably predict failure of the network form, which amends and extends prior theory.
Committee in charge: Alan Meyer, Chairperson, Management; Michael Russo, Member, Management; Anne Parmigiani, Member, Management; William Starbuck, Member, Management; Renee Irvin, Outside Member, Planning Public Policy & Mgmt
14
Gutta, Ramamohan. "Managing Security Objectives for Effective Organizational Performance Information Security Management." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7147.
Повний текст джерелаАнотація:
Information is a significant asset to organizations, and a data breach from a cyberattack harms reputations and may result in a massive financial loss. Many senior managers lack the competencies to implement an enterprise risk management system and align organizational resources such as people, processes, and technology to prevent cyberattacks on enterprise assets. The purpose of this Delphi study was to explore how the managerial competencies for information security and risk management senior managers help in managing security objectives and practices to mitigate security risks. The National Institute of Standards and Technology framework served as the foundation for this study. The sample was made up of 12 information security practitioners, information security experts, and managers responsible for the enterprise information security management. Participants were from Fortune 500 companies in the United States. Selection was based on their level of experience and knowledge of the topic being studied. Data were collected using a 3 round Delphi study of 12 experts in information security and risk management. Statistical analysis was performed on the collected data during a 3 round Delphi study. The mean, standard deviation, majority agreement, and ranges were used to determine the final concensus for this research study. Findings of this study included the need for managerial support, risk management strategies, and developling the managerial and technical talent to mitigate and respond to cyberattacks. Findings may result in a positive social change by providing information that helps managers to reduce the number of data breaches from cyberattacks, which benefits companies, employees, and customers.
15
Ripado, Luís Miguel Amarílis Índio de Oliveira. "Diversity and inclusion and its impact on organizational performance case study at Novartis." Doctoral thesis, Universidade de Évora, 2021. http://hdl.handle.net/10174/30355.
Повний текст джерелаАнотація:
Este trabalho pretende definir e validar um modelo teórico para a influência da Diversidade e Inclusão (D&I) sobre o Desempenho Organizacional (DO).
A pesquisa está apoiada na revisão dos fundamentos teóricos da D&I e DO, teoria e orientação da Novartis, buscando uma interpretação coerente dos conceitos que permitam a sua utilização tanto na pesquisa, como na adoção da D&I na gestão.
Este trabalho segue uma abordagem qualitativa e interpretativa através da utilização do método de um Estudo de Caso único na empresa farmacêutica Novartis, onde se utilizaram instrumentos e técnicas qualitativas e quantitativas. O modelo teórico proposto utiliza as dimensões de D&I (diversidade e inclusão) e as dimensões de DO (inovação, pessoas, qualidade, desempenho, produtividade) para analisar a influência da D&I no DO.
As variáveis latentes e o modelo são validados através de um inquérito feito globalmente pela Novartis (GES - Global Employee Survey), do qual foram escolhidos 4 países devido às suas diferenças de acordo com as dimensões de Hofstede da cultura nacional. Nesses países, 648 associados responderam aos questionários, o que representa uma taxa de respostas de 78%.
A análise dos resultados mostra que todas as dimensões do DO apresentam resultados diferentes ao se considerar as condições necessárias e suficientes de D&I. Por exemplo, a inclusão é uma condição necessária per se apenas para o desempenho, enquanto que para pessoas nenhuma das dimensões são condições necessárias para que esse resultado ocorra. O mesmo é verdadeiro para condições suficientes. Por exemplo, diversidade é uma condição suficiente para todas as dimensões do DO.
Este trabalho tem implicações de pesquisa, práticas e sociais, nomeadamente porque os resultados podem auxiliar as organizações na tomada de decisões no tratamento de políticas de D&I, com foco em dimensões que influenciam dimensões específicas do DO, podendo assim estabelecer relações diretas entre variáveis e implementar soluções de acordo com os objetivos organizacionais.
Com este trabalho pretende-se antever a possibilidade de alteração do algoritmo de D&I nas organizações para melhorar as áreas do DO que são percebidas como as que podem ter maior influência nos resultados; Diversity and Inclusion and its impact on Organizational Performance – Case Study at Novartis
ABSTRACT:
The scope of this research concerns the theme of Diversity and Inclusion (D&I) and Organizational Performance (OP), and its purpose is to define and validate a theoretical model of the influence of D&I in OP.
This research is supported by a review of the fundamentals of D&I and OP, Novartis, theory, and guidance, seeking a coherent interpretation of the concepts that allow its use in research and the adoption of D&I in management.
It follows a qualitative and interpretative approach using the method of a unique Case Study at the pharmaceutical company Novartis, where qualitative and quantitative instruments and techniques were used, and the proposed theoretical model uses the dimensions of D&I (diversity and inclusion) and the dimensions of OP (innovation, people, quality, execution, productivity) to analyze the contribution of D&I in OP.
The latent variables and the model are validated through a survey made globally by Novartis (GES - Global Employee Survey), from which 4 countries were chosen due to their differences according to the Hofstede dimensions of the national culture. In these countries, 648 members responded to the questionnaires, which represents a response rate of 78%.
The analysis of the results shows that all the dimensions of the OP present different results when considering the necessary and sufficient conditions of D&I. For example, inclusion is a necessary condition per se only for performance, whereas for people none of the dimensions are necessary conditions for this result to occur. The same is true for sufficient conditions. For example, diversity is a sufficient condition for all dimensions of OP.
This work has research, practical and social implications, namely because the results can assist organizations in making decisions in the treatment of D&I policies, focusing on dimensions that influence specific dimensions of the OP, thus being able to establish direct relationships between variables and implement solutions according to organizational objectives.
With this work, it is intended to foresee the possibility of changing the D&I algorithm in organizations to improve the areas of OP that are perceived as those that may have the greatest influence on the results.
16
Huo, Yang Hwae. "Internal environment, organizational form and their impact on financial performance of hotel chains." Diss., Virginia Tech, 1994. http://hdl.handle.net/10919/40202.
Повний текст джерелаАнотація:
The primary objective of this study was to investigate the relationship between internal environment, organizational form, and financial performance in hotel chains. Using a contingency framework, this study investigated the match between internal environmental factors--such as capital scarcity, monitoring cost, and asset specificity--and organizational form--such as company owned, franchised, or combination of both--in an attempt to distinguish between high and low performing hotel chains.
The key findings of this study indicate that hotel chains which showed a "match" between the monitoring cost of their internal environmental factors and organizational form performed better than if those elements did not match. The other finding of this study indicates that hotel chains operating under different organizational forms, such as company-owned, franchised, and combination of both, did not differ in their financial performance levels which were measured in terms of return on investment and growth in unit sales.
This study contributes to the body of knowledge in the lodging industry by introducing the contingency theory in investigating the interrelationship between internal environment, organizational form, and financial performance. In other words, this study utilized internal environmental factors such as capital scarcity, monitoring costs, and asset specificity as moderators in order to measure their impact on organizational forms and financial performance relationship. Specifically, this study provides unique ways to measure the internal environmental factors, organizational form, and financial performance: (1) capital scarcity was measured using financing activities data included in the statement cash flows, (2) organizational form of the firm was categorized into company-owned, franchised, and combination of both, and (3) financial performance was measured using return on investment (ROI) and growth in unit sales. From the industry point of view, the findings of this study will aid in recognizing organizational form in conjunction with internal environment and financial performance. This study provides empirical support with regard to the relative models in predicting appropriate organizational form that will show better financial performance. In other words, the firm that evaluates and analyzes its internal environmental factors could have the adequate organizational form that generates high profitability. From the theoretical point of view, this study provides a body of knowledge in franchising by providing empirical findings with regard to internal environmental factors in explaining the relationship between organizational form and financial performance. Furthermore, this study contributes to the existing agency theory literature in franchising by providing empirical research to the evaluative contingency theory.Ph. D.
17
Jarrar, Nazmi Saeb. "The impact on organizational performance of contextual factors, strategy and management control systems." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2009. https://ro.ecu.edu.au/theses/1883.
Повний текст джерелаАнотація:
This dissertation examined antecedents of the use of contemporary management control systems (MCS) by testing the alignment of strategic and contextual variables with variables of contemporary systems of control in the organization. The study further explored the performance consequences of the implementation of these control systems, and the manner in which strategy can influence the organization’s control culture and management accounting practices. The impact of contextual factors, notably size and structural arrangements, such as decentralization and diversification, on management's choice of control systems were also examined. Hence, the study addressed the need for a better understanding of the association between variables across the four organizational areas of context, strategy, control and performance and attempted to bridge existing gaps in the body of knowledge in relation to the nature of the relationship between variables in these areas.
Contributions of this study to existing knowledge include the integration of different relationships, across the study variables, that were separately tested in previous research, the validation of a multi-dimensional model, suggested by Langfield-Smith (1997), to measure organizational strategic orientation, the use of several theories from different disciplines to predict the different relationships included in the study model and the investigation of relationships that have been little documented or not specifically explored.
Twenty seven research hypotheses were developed and tested: the first six hypotheses concerned predicted causal relationships between the organizational strategic orientation (i.e., entrepreneurial vs. conservative) and management control systems, notably, participative budgeting, activity based costing (ABC), total quality management (TQM), just in time (JIT), innovation, and the balanced scorecard (BSC). A further fifteen hypotheses explored the effect of the organizational contextual variables of size, decentralization, and diversification on the use of these control systems. Finally, the remaining six hypotheses tested the relationship between organizational performance and the adoption of the specified MCS in the organization.
The hypotheses were tested on a randomly selected sample of Australian manufacturing organizations through a questionnaire survey addressed to the senior management of each organization. A correlation matrix for the study constructs followed by a structural equation modeling approach was conducted to test the relationships between the variables of the study. The results of the study generated a number of highly significant correlations in support of the hypotheses. Participative budgeting and innovation proved to be more likely associated with entrepreneurial strategies, rather than conservative strategies; ABC was found to be positively associated with the size of the organization, TQM was found to be associated with decentralized structural arrangements, while BSC was positively associated with firm diversification. Both innovation and BSC were found to have significant positive effects on organizational performance.
The study is expected to benefit recent and future MCS implementers by directing their attention to appropriate use of these initiatives when certain contexts and strategic priorities are in place. The findings are also expected to advance the developed theory and add significantly to our knowledge of the inter-relationships between context, strategy, control systems and performance in manufacturing organizations.
18
Maloney, Brendan. "Mergers and Acquisitions: : Their impact on technological performance." Thesis, University of Kalmar, Baltic Business School, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-121.
Повний текст джерелаАнотація:
This Thesis examines the impact of mergers and acquisitions (M&As) on the subsequent technological performance of the related firms. The investigated firms are selected according to their strategic choice which consists in seeing M&As as a shortcut for acquiring technological assets and capabilities and therefore the subsequent technological performance. The relatedness issue as well as the resource-based view of the firm are theoretical hints, which effectiveness on technological performance is discussed. A more managerial approach using case studies is also used in order to demonstrate a new organisational form of cooperation, derived from strategic alliances and M&As. With the help of the Renault-Nissan Alliance it is argued that this hybrid form presents many capacities for developing a successful integration process, and subsequently enhancing technological performance.
19
Gyesie, Nana. "Exploring the Impact of Collective Bargaining Agreements on Employee Performance Management." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3527.
Повний текст джерелаАнотація:
As of 2014, union density in the United States had dropped compared to union density during the 1950s. Collective bargaining agreements are the foundational agreement for all issues related to salary, benefits, and working conditions. The purpose of this multiple case study was to explore how collective bargaining agreements hindered or enabled managers from creating and sustaining high performance work practices. The conceptual framework included Walton and McKersie's work on behavioral theories for labor negotiations, human capital, and collective bargaining, and Huselid's work on high performance work practices. Fifteen respondents across 5 labor unions in Washington DC were selected through a randomized purposive sampling strategy for face-to-face and telephone semi-structured interviews. Additional sources of data included current and archived collective bargaining agreements, a reflective journal, and personal memos that were analyzed using Yin's 5-step analysis process. The following 5 themes were identified: performance management and accountability, organizational and union culture, intrinsic motivation and performance recognition, management practices, and the future sustainability of unions. These findings may help unionized organizations in the Washington DC metro area consider changing negative hiring and retention practices. Collective bargaining agreements, without a partnership framework linked to organizational sustainability, can hinder the creation and sustenance of high performance work practices in labor unions.
20
Saifulla, Md. "Impact of IT on Organization's Performance." Thesis, KTH, Industriella informations- och styrsystem, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-123161.
Повний текст джерелаАнотація:
Organization Performance Analysis Framework (OPAF) is a Metamodel which analyzes performance of organizational structure using Enterprise Architecture Analysis Tool (EAAT). This quantitative analysis is used to find out which structure is good at learning, motivation, efficiency, productivity, etc. and how to change it. Current framework does not include IT and how it affects the organizational structure. This thesis work will try to find out how IT affects organizational structure, directly and indirectly. The effect is translated in Object Constraint Language (OCL) and inserted in the model. The framework IT-OPAF is used to analyze three real life organizations and see the changes in performance when IT is introduced. This will validate the findings and also recognize pattern of the effect of IT on organizational structure.
21
Richards, Suzanne. "Assessing the Impact of Demographic Faultlines on Workgroup Performance| A Study of Conflict and Outcomes." Thesis, The George Washington University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3615532.
Повний текст джерелаАнотація:
This study addressed the frequently discussed issue of a relationship between the demographic diversity of a workgroup and its performance, by empirically testing for a relationship between a complex conceptualization of diversity (demographic faultlines) and workgroup performance bifurcated into processes, specifically relationship and task conflict, and outcomes, in terms of groups member's individual satisfaction with the group, commitment to the group, liking of other group members, and intent to stay. In addition, it hypothesized processes (relationship and task conflict) as mediators of outcomes. An online survey was administered at a single firm, ultimately gathering data from a sample population of 95 workgroups, representing 389 individual members. Using hierarchical regression analysis, the strength of the demographic faultline (Fau) of each group was tested for a relationship with relationship and task conflict and workgroup outcomes. Controlling for group size, the study found Fau positively predictive of relationship and task conflict, and not predictive of workgroup performance outcomes (given the finding of no relationship between Fau and outcomes, relationship and task conflict as mediators of outcomes was not tested), confirming only one of five hypotheses. The possible impact of the sample characteristics on this field study was discussed in conjunction with the theoretical, research, and practical implications of the findings.
22
Miles, William. "The relationship between project manager and project engineer, and its impact on project performance." Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3578050.
Повний текст джерелаАнотація:
Projects are becoming the ubiquitous mechanism for creating new products, services, and processes. However, based on deviation from schedule, budget, and requirements, projects are failing at an alarming rate. The purpose of this descriptive correlational study was to assess whether the relationship between the project manager and project engineer has a significant impact on project performance. A validated survey from Wu (2009) was used and administered to project managers who were members of the Project Management Institute Rio Grande Chapter, and project engineers identified by them. The surveys were analyzed using a Pearson Correlation with a sample of 44 project managers from a population of 404, resulting in a 95% confidence level with a confidence interval of 14.25%. The survey results indicate that there were significant correlations between the relationship of the project manager and project engineer and project performance in the areas of affect, loyalty, contribution, respect, and exchange. The outcomes of the analysis led to the development of a model of project performance that leaders could use to facilitate the significant relationships between the project manager and engineer.
23
Mitchell, Pamela Holsclaw. "Clinical and organizational impact of multiple changes in critical care : a case study /." Thesis, Connect to this title online; UW restricted, 1991. http://hdl.handle.net/1773/10317.
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24
Mokadem, Abdelhafid. "The impact of individual values, organizational values and their interaction on attitudes, behaviour and organizational performance : the case of Algeria." Thesis, Cardiff University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.329629.
Повний текст джерела
25
Schreder, Christoph [Verfasser]. "The Impact of Organizational Learning and Human Resource Management on Organizational Performance : The Case of Austrian Business Enterprises / Christoph Schreder." München : GRIN Verlag, 2020. http://d-nb.info/1223453715/34.
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26
Solecki, Steven James. "The criteria for becoming an employer of choice and how these criteria impact on performance." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53623.
Повний текст джерелаАнотація:
Thesis (MBA)--Stellenbosch University, 2003.This study is an evaluation of the components of organisational success and how they combine to distinguish employers of choice from other organisations. Being an employer of choice is attracting interest in the employment market as organisations attach a perceived value to this. Employers of choice are not only of interest to organisations but also to prospective employees who are increasingly choosing the companies for which they would prefer to work according to organisation ran kings. Job seekers try to move to top companies as the benefits and opportunities are believed to be better. This study looks at the various surveys and opinions available in an attempt to identify the specific criteria that make one organisation better than another. These criteria are then evaluated and conclusions drawn regarding the extent to which they are beneficial to organisational performance. Most of the criteria appear to be components of sound human resource management practices. This leads us to believe that success is driven by sound practices, which in turn attract top performers who can continue the cycle by adding improved organisational performance. Being an employer of choice and being a top-performing organisation cannot be separated. The two concepts are interdependent as the one fuels the other.
27
Gorman, C. Allen. "Build a Better Mousetrap or Fix the Old One? The Influence of High Impact Performance Management Practices on Organizational Performance." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/427.
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28
Sargent, Stephen A. "The Impact of Internal Management on Organizational Performance." 2009. http://hdl.handle.net/1969.1/ETD-TAMU-2009-08-7163.
Повний текст джерелаАнотація:
This dissertation explores the impact of internal management on the performance
of public organizations. This research descends from the management matters research
agenda and uses the Meier/O'Toole model to present the organizational process. I
identify five types of internal management: goal setting, human resource management,
structure (delegation), budgeting and technology (use). Additionally, I identify multiple
indicators of performance: efficiency, outputs, service outcomes, responsiveness and
democratic outcomes. The development of measures of internal management and the use
of multiple performance indicators will allow for the development of a strategic guide for
management.
29
Hsiao, Rong-te, and 蕭榮德. "The Impact of Knowledge Resources on Organizational Performance." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/47731758737161171725.
Повний текст джерелаАнотація:
碩士國立中山大學
資訊管理學系研究所
93
The proverb “Knowledge is power” points out the importance of knowledge. The advancement of information technology and increased competition among enterprises has pushed many researchers to study knowledge management. Most organizations understand the importance of knowledge and treat knowledge as a vital resource. However, it is not quite clear whether knowledge resource can increase organizational performance in the constantly changing environment. Although literature has indicated the key role of knowledge resources and their impact on organizational performance, empirical study is still lacking in this research domain. Hence, the purpose of this study is to investigate the relationship between knowledge resources and organizational performance. An empirical study was conducted to evaluate the research model. Major findings include: (1) The degree of knowledge documentation has significant positive effect on the market performance of an organization; (2) Organizational culture and the degree of information technology applications have significant positive effects on both management performance and market performance. Organizational structure has significant positive effects on management performance, but the explicit-orientation of knowledge management strategy has negative effects on both management performance and market performance; (3) The nature of organizational knowledge has a moderating effect on the effect of the degree of information technology applications on management performance. Our findings can help managers and chief knowledge officers better the nature of organizational knowledge and organizational performance in order to cope with the dynamic environment.
30
Leite, Carolina Maria Ferreira Alves da Costa. "The impact of pay dispersion on organizational performance." Master's thesis, 2019. http://hdl.handle.net/10071/19156.
Повний текст джерелаАнотація:
Although there are many theories and several studies aiming to explain the impact of pay dispersion on firm performance, the existence and direction of this relationship, as well as what factors moderate it, remains unclear. Using the PRISMA methodology, the present study performed a systematic literature review and gathered a sample of 26 papers on the topic to understand how pay dispersion is defined and conceptualized, if a relationship between pay dispersion and firm performance exists and if the impact of the first on the latter is positive or negative, to gather and study the existing theories that connect pay dispersion and organizational performance and understand which ones explain the found impacts, to verify if there are any variables that moderate this relationship and, if so, which ones. The present study has found that although studies on vertical pay dispersion mainly find a positive impact, confirming tournament arguments, and studies on horizontal dispersion find a negative one, confirming equity/fairness arguments, the existence of a relationship, its direction and intensity seems to depend on several contextual factors, pointing towards a contingency perspective.Embora existam muitas teorias e vários estudos com o objetivo de explicar o impacto da dispersão salarial no desempenho organizacional, a existência e a direção dessa relação, bem como que fatores o moderam, permanecem incertas. Utilizando a metodologia PRISMA, o presente estudo executou uma revisão sistemática de literatura e reuniu uma amostra de 26 artigos sobre o tema de forma a compreender de que forma a dispersão salarial é definida e concetualizada, se existe uma relação entre a dispersão salarial e o desempenho da empresa e se o impacto da primeira no último é positivo ou negativo, reunir e estudar as teorias existentes que conectam a dispersão salarial e o desempenho organizacional e entender quais explicam os impactos encontrados, verificar se existem variáveis que moderem esse relacionamento e, em caso afirmativo, quais. Este estudo constatou que, embora os estudos sobre dispersão vertical de salários encontrem principalmente um impacto positivo, confirmando os argumentos da teoria dos torneios, e os estudos sobre dispersão horizontal encontrem um impacto negativo, confirmando argumentos de equidade/justiça, a existência de um relacionamento, a sua direção, e intensidade parecem depender de vários fatores contextuais, apontando para uma perspetiva de contingência.
31
Chuo, Hsin-Lan, and 卓欣蘭. "Human Resource Flexibility Strategy and Organizational Performance of Impact on Organizational Characteristics." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/rpb3hv.
Повний текст джерелаАнотація:
碩士銘傳大學
傳播管理研究所碩士在職專班
95
Global human resources outsourcing has become a trend and has impacted the traditional human resources market. Especially in US and Europe, they have been practicing this outsourcing for years and are pretty mature in the industry. In recent years, because of the impact of cyclical fluctuations in Taiwan industry, many companies had laid off their employees in order to bear a huge labor cost during a fast drop of cyclical fluctuations. Plus, for a long-term labor cost consideration, more and more companies have moved out their production line to a lower labor income area to reduce their labor cost. Although industries are using various methods to reduce their labor cost, they cannot store or extend the labor. By facing a speedy cyclical fluctuations, how Taiwan industry can seek flexibility in labor operation, arrange the most appropriate staffing and plan human resources flexibility strategy are become a major challenge. Human resources flexibility strategy is the main topic in this study. The target research group is the companies that have the demand of human resources outsourcing either in the current or within a year in the future. 117 out of 200 surveys were useful and had statistical analysis and the return rate was 61%.
32
Chen, Hsingcheng, and 陳興政. "The Impact of Intra-Organizational and Inter-Organizational Innovation on Technological Innovation and Organizational Performance." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/68855570032510912703.
Повний текст джерелаАнотація:
碩士靜宜大學
企業管理學系
102
The purpose of this research is to investigate the influences of intra-organizational and inter-organizational innovation on technological innovation and organizational performance. We examined whether these two forms of Intra-organizational and Inter-organizational innovation have impact on technological innovation with product and process, and thus may enhance the organizational performance of enterprises. After performing a literature survey and enterprises interview, we proposed some hypotheses. We selected the top 1000 Taiwan manufacturing firms by Common Wealth magazine of Taiwan in 2012 as the population of this study. We mailed questionnaires to the corporate executives or managers sampled. In total, 1000 questionnaires are mailed, and 119 valid questionnaires returned, the return rate is 11.9%. Then the structural equation modeling and LISREL 8.54 of software for data analyses are used to verify the hypotheses in this study. The results show that: (1) intra-organizational and inter-organizational innovation has a positive effect on technological innovation, (2) technological innovation has a positive effect on organizational performance, (3) Intra-organizational innovation can generate positive effects on organizational performance through technological innovation, and (4) Inter-organizational innovation can generate positive effects on organizational performance through technological innovation.
33
Chen, Yi-hsiang, and 陳以祥. "The Impact of Knowledge Management System Usage on Organizational Capability and Organizational Performance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/20854230121853249470.
Повний текст джерелаАнотація:
碩士國立中山大學
資訊管理學系研究所
98
In this knowledge explosion environment, knowledge management systems increasing organizational capability and performance.This research investigates play an important role in relationships among several major factors: service quality, knowledge management system quality (include System Quality and Content Quality), system usage, organizational capability (include Agility and Innovativeness) and organizational performance. An empirical study was performed to examine their relationships. The findings show significant positive relation among Service Quality, Knowledge Management System Quality and System Usage; System Usage and Organizational Capability, and Organizational Capability and organizational performance.The result is consistent with existing literature to support the value of knowledge management systems.
34
Peng, Chih-Hung, and 彭志宏. "The Impact of Knowledge Creation Activity on Organizational Performance." Thesis, 2004. http://ndltd.ncl.edu.tw/handle/94925287628618679360.
Повний текст джерелаАнотація:
碩士國立中山大學
資訊管理學系研究所
92
In the knowledge economy age, the capability of a business to gain advantage depends not only on tangible assets but also on intangible assets, such as the knowledge owned by the organization. Given the importance of knowledge, knowledge management has become a very important task for business to remain competitive. Many literatures in knowledge management have emphasized the key role of knowledge creation activities and their impact on organizational performance. In particular, they have focused on the effect of creativity. In the study, we extend previous framework to add organizational learning to enhance the existing model. An empirical study was conducted to examine the extended model. Major findings include the following: (1) Socialization, combination and internalization have positive impacts on both organizational creativity and organizational learning, but externalization does not. (2) Both organizational creativity and organizational learning have positive impacts on organizational performance. (3) The explicitness of knowledge has a moderating effect on the effect of socialization and organizational learning and on the effect of externalization and organizational learning. (4) The degree of organizational knowledge has a moderating effect on the effect of internalization and organizational creativity.
35
Sue, Chang-An, and 蘇鎮安. "The Impact of Information Technology Invetment on Organizational Performance." Thesis, 1995. http://ndltd.ncl.edu.tw/handle/88932670825919772659.
Повний текст джерела
36
Chung, Chu-Hsuan, and 鍾楚璿. "Impact of owner’s organizational culture on construction project performance." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/99898979239062789228.
Повний текст джерелаАнотація:
碩士國立交通大學
土木工程學系
98
Since the beginning of the planning and design phases, there would need lots of decisions to make the project of construction engineering move on. However, when executing a project, if the resources of the problems resulted by the external and internal influence of the organization can not be clarified, it might influence the procedure and the performance of the project. In this study, we analysis the project owner’s organizational culture by case study, and how it influence the procedure of the project, the influence might delay the project organization’s procedure of work directly and indirectly. Therefore, figuring out how organizational culture influences this project performance and how to structure the abstract cultural problems can clarify the resources of the problems. Interviews in this study use the concept of qualitative research, trying to figure out the characteristic of the organization by case by systematic analysis, and use the characteristic to design a suitable questionnaire for the organization. The questionnaire divides the organizational culture into 3 aspects and 18 criteria, use SIA and DEMATEL (Decision Making Trial and Evaluation) to figure out the organizational culture’s structural system that influences the project performance and the strength of influence relation between each criterion. This model will build four organizational influence relation systems, and present the current type of the project’s organizational culture, how the project work by the organizational culture, and let the project move on efficiently, reduce the internal problems and conflicts on management, and improve the performance of project.
37
Wang, Chih-yuan, and 王志袁. "The Impact of Work-Family Policies on Organizational Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/93771364092941915704.
Повний текст джерелаАнотація:
碩士國立中央大學
人力資源管理研究所
96
Nowadays organizations have introduced a series of innovative human resource management practices to improve their competitiveness. One of the most important practices is participatory management. Although many studies indicate a positive relationship between participatory practices and organizational performance, these practices may also increase time pressure, work demands, and workload on employees. On the other hand, this research considers that the implementation of work-family policies may diminish the side effects of participation and augment organizational performance through the interaction between them. Therefore, this study examined the impact of participatory practices, work-family policies, and synergies between these two practices on organizational performance. Results from a data set of 203 Taiwanese public-traded firms suggest that participatory practices have significantly positive effects on perceived organizational performance. In addition, there are significant interaction effects that participatory practices have stronger positive impacts on labor productivity when firms also adopt extensive work-family policies.
38
Fang, Shin-An, and 方仕安. "The Impact of IT Consumerization Strategy on Organizational Performance." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/ab8s6n.
Повний текст джерелаАнотація:
碩士輔仁大學
企業管理學系管理學碩士班
106
In recent years, consumer products have rapidly flourished, and the functions of consumer IT technologies are better than those used by enterprises. As a result, many employees begin to use their own consumer IT equipment to conduct official business. It is called as Consumerization of IT by academic community. IT Consumerization includes hardware and software, such as laptops, tablets, mobile phones, e-mail and communication software, and other consumer products designed for individuals. Individual equipment is easy to use for employees, meanwhile it causes management problems. This study summarizes the variables through qualitative interviews, which are BYOD ease of use, BYOD usefulness, autonomy, work over lap, high-level supervisor support, job satisfaction. Combine the above variables of qualitative interviews to be empirical research's architecture. The framework establishes erection through empirical research, verifies the relationship between verification models, and explores the positive impact of five variables on organizational performance. This study used a questionnaire survey method to collect data. A total of 297 questionnaires were distributed in this study, and 23 invalid questionnaires were excluded. The structural equations were used to analyze the results of the model. The research results show that employee job satisfaction positively affects organizational performance, BYOD usefulness and high-level supervisor support have a significant impact on job satisfaction. BYOD ease of use and autonomy have a significant impact on the usefulness of BYOD. Autonomy have a significant impact on BYOD easy to use. and the work overlap has a significant negative impact on BYOD ease of use. According to the verification results, this study believes that the consumer information equipment supported by the senior executives must take into account the employee's perception of the use of the equipment. When the employee thinks that the equipment helps solve the work problem, the employee's job satisfaction is helpful to the organization's performance. Conversely, if the device disturbs the private life of the employee or restricts the freedom of use of the employee, the contribution to organizational performance is limited.
39
Tung, Chun-Cheng, and 童俊程. "The impact of organizational culture and organizational innovation on organizational performance-A Case of Vedan Enterprise Corp." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/259yqb.
Повний текст джерелаАнотація:
碩士靜宜大學
管理碩士在職專班
97
In recent years, Taiwan’s economic broom has led to a surge in small domestic enterprise and medium domestic enterprise development. Companies are able to grow in the intensive and competitive environment. Organization use innovation to make a better effective performance. One of the most critical factors of company’s success is organization’s continuous innovation and organization’s non-stop improving performance. This study is focused on the relationships between organizational culture, innovation and performance. We adopted Vedan Enterprise Corporation as our study object and have conducted survey from its company. By the result that we have received, there are 182 surveys in total and there are 173 surveys are valid and the retrieve percentage are 96%. Last, the valid surveys analysis is presented as followed. First, organization culture and innovation are considered as positive effects as organization’s performance. Also, the innovation of management and technology is clearly essential than producing new products. Second, organization culture, innovation both has positive effects to organization performance. Therefore, we should look into these two main factors, and then for sure we will receive effective performance. In conclusion, this study has showed the relationship between organizational culture, innovation and performance. And makes a better understanding of how employee experience the effectiveness of the culture and innovation relate to organization performance.
40
Chow, Thomson Kai Man. "Impact of leader-follower dynamics on organizational culture." Thesis, 2013. http://hdl.handle.net/1959.13/937512.
Повний текст джерелаАнотація:
Professional Doctorate - Doctor of Business Administration (DBA)The objective of this research is to examine how leadership style, leader-member relationship, team orientation, team cohesiveness and commonality of goals are inter-related in managing a world-class research centre in Australia. The review of the literature yielded theories and constructs that enabled this research to construct a conceptual framework to investigate the interrelationships amongst these variables. The research design employed primary data collection survey and analysis processes to determining the level of reliability, accuracy, efficiency and transparency of organization culture. The target population of the study was aimed at staff from an Australian Research Centre (ARC) who has worked for at least two years’ at the centre. Based on the findings generated by the study, the researcher recommended the most viable strategies that can be adopted in improving the work performance of research staff. Leadership styles of formal and informal team leaders are different, if a team leader’s tendency is to have more than one style, then how does the leader choose which style to use in different situations? Similarly, it is important to understand the team orientation and how members play different roles in different situations. The research questions sought to answer are: What leadership style differences exist between team leaders? How does leadership style affect leader-member relationship? How do leader-member relationships affect team orientation? How does team orientation affect the team cohesiveness? How does team orientation affect commitment to the goals of the organisation as a whole? The research provided a general understanding of how the leadership style, leader-member relationship, team orientation, team cohesiveness and commonality of goals are inter-related in managing a world-class research centre in Australia. The research concluded that team cohesiveness and orientation affects the leadership style adopted by group leaders and in order to manage a better leader-member relationship that it is important to reach a consensus of goals.
41
Huang, Ding-Hong, and 黃丁宏. "The Impacts of Organizational Learning on Organizational Performance." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/01410796687594976743.
Повний текст джерелаАнотація:
碩士立德大學
國際企業管理研究所
97
Abstract Knowledge is the foundation of enterprise competitive advantage in the 21st century proposed by Taylor in 2004. Nowadays, people have to face the coming era of knowledge economy and rapid high-tech changes. Thus, enterprises must try to stimulate organizational learning with knowledge sharing, knowledge transformation and knowledge creation so that they could obtain prominent performance and highlight the value of the company. This research the organizations could adapt themselves and promote their competition in the changeable environments. Accordingly, these factors motivate us to do further research and discussion. In the research, Service Industry, Traditional Manufacturing Industry and High-Tech Manufacturing Industry are involved as examples. Totally 1,200 questionnaires were released and 204 returned as effective ones. The return rate was reached in 17% only. After data collection and integration, descriptive statistics, reliability analysis, factor analysis, regression analysis and one-way ANOVA were utilized to analyze the data with SPSS software. The consequence of the experiment shows that the organizational learning can improve knowledge sharing; meanwhile, knowledge sharing has significant effect to knowledge creation so that knowledge creation can facilitate the improvement of organizational performance. Moreover, the research result shows that the organizational learning, knowledge sharing and knowledge creations all have significant effect toward organizational performance. In addition, these constructs could be significant differentiation in distinct industries. Keywords: Organizational Learning、Knowledge Sharing、Knowledge Creation, Organizational Performance
42
Chung, Hai-Chien, and 鍾海倩. "The Impact Of Performance Appraisal Unspoken Rules On Organizational Commitment And Job Performance." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/48184800038972518072.
Повний текст джерелаАнотація:
碩士淡江大學
會計學系碩士在職專班
101
This study is to be for the purpose of discussing the problems caused by the fact that the current government employees’ efficiency evaluation system hasn’t been able to fully reflect the real job performance. In that case, the performance appraisal unspoken rules have emerged among the government employees’ efficiency evaluation system. Performance appraisal unspoken rules also have an impact on their organization commitment and job performance. The research mainly talks about the Impact of performance appraisal unspoken rules on organizational commitment and job performance. This research took the questionnaire-survey approach to collect totally 179 valid data. The subjects are the government officials. The survey consists of four parts: variants of unspoken rules of performance appraisal system scale, organizational commitment scale , job performance scale and basic personal data scale. Using the techniques such as researching previous studies and surveying, then analyzing the results through LISREL software. The findings are as follows: 1. Performance appraisal unspoken rules is positively related to job performance; 2. Organizational commitment has partial mediating effect on the relationship between Performance Appraisal Unspoken Rules and Job Performance. Constructive advices would be offered in the research as the reference for the government to amend future performance appraisal system.
43
WU, FANG-LING, and 吳芳玲. "Research on The Impact of Performance Management System on Organizational Performance—Securities Industry." Thesis, 2019. http://ndltd.ncl.edu.tw/handle/4854q7.
Повний текст джерелаАнотація:
碩士國立臺北科技大學
管理學院經營管理EMBA專班
107
This study analyzes the profitability (EPS) of the interviewed companies as the data analysis of organizational performance. The study will use companies’ past five years of EPS and separate into two groups， one with outstanding performance and one with poor performance. Then the study will analyze the performance evaluation system of each group. The study found the outstanding group use method called MBO to conduct performance evaluation. The supervisor and the subordinate’s goal is well connected and the system is set up to have regular meetings. In addition， outstanding group tie promotion and bonus directly to performance evaluation. The company also has very well established promotion， salary raise， bonuses system tie in with the performance evaluation. The result of this research shows when employee’s performance evaluation is tie with organization’s goal and human resources creates higher performance team.
44
Solomon, Simona. "Impact on business performance by the organizational and technological infrastructures." Thesis, 1998. http://spectrum.library.concordia.ca/675/1/MQ39091.pdf.
Повний текст джерелаАнотація:
In recent years firms have been undergoing significant transformations in an effort to increase efficiency, effectiveness, and innovation. Organizations are also searching for ways to become more competitive in their environment. In this study, the relationships between organizational infrastructure, technological infrastructure, and business performance are investigated. An organizational design planning framework is introduced that incorporates functional alignment between emerging organizational goals and technology characteristics. The study's findings do not indicate that strong organizational/technological linkages significantly impact the business performance of firms. The results, however, confirm past research that advocates the development of strong infrastructures. The study contributes to the current research by operationalizing the organizational and technological infrastructures and exploring the fit between the organizational and technological domains of firms.
45
Ching-Hui, Yang, and 楊晴惠. "The Impact of Business e-Learning Investment on Organizational Performance." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/41721052051974406021.
Повний текст джерелаАнотація:
碩士國立臺北大學
企業管理學系
94
In recent year, market research results by MIC show that using e-Learning noticeably reduce the training costs of business. Therefore, both the Government and enterprise in Taiwan try to carry out e-learning actively. As a result, the industry of e-learning is more and more rising and flourishing. However, Zemsky & Massy (2004) wrote the article ,“ Thwarted Innovation: What Happened to E-learning and Why,” and the research reports indicated the business invested money and time in e-learning in 2004 less 6% than 2003 (American Society for Training and Development, 2004 ). I have found the way of saying about e-learning is different between American and Taiwan in the extreme. For the reason, in this study, I discuss the relationship between e-learning investment and knowledge – oriented culture, and their impacts on organizational performance. Moreover, I take knowledge – oriented culture as intervening variables to see how they play between e-learning investment and organizational performance. The sample size is 168 directors in both Taiwanese manufacturing and service firms, and we use multipile regression analysis and path analysis to analyzing the data. Results indicate that e-learning investment and knowledge – oriented culture directly impact organizational performance; knowledge – oriented culture is the key role as intervening variable between e-learning investment and organizational performance. Hence, these findings imply that a business invest e-learning will enhance organizational performance. And furthermore if the business culture is knowledge – oriented culture, e-learning gain better organizational performance.
46
Lin, shou-Yi, and 林首毅. "The impact of human resource management systems on organizational performance." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/75047257140368131738.
Повний текст джерелаАнотація:
碩士國立中央大學
人力資源管理研究所
91
Abstract Our goal in this article is to provide an evidence about the impact of organizational performance while applying different types of human resource management system. Moreover, we would like to know whether there is an “lag effect” inside of these impacts or not. We select some huge manufacturing firms among which were ranked as the greatest 3,000 firms in Taiwan from the TEJ database as our samples.（黃家齊, 1998, 國科會 NSC 88-2416-H-031-006） By using their yearly financial data between 1998 to 1999, we reach our results through methodologies including “Descriptive Statisitc Analysis”, “Correlation Analysis”, “Factor Analysis”, “Cluster Analysis”, and ”Hierarchical Regression Analysis”. The following are some results we want to share： 1.We find three types of human resource management system including hyper-intensive, middle-intensive, and low-intensive from cluster analysis among 78 samples. Besides, we observe that the most significant financial performance impact was reached while adopting middle-intensive human resource management system. 2.Lag effect do exists. The results show that the activity of human resource management generates no significant impact during the first year(1998). It needs at least 2 to 4 years to show vivid influence. 3.In Particular, we provide qualitative analysis to support our assertsion. Through regular interview, again, we strongly conclude that activities of human resource management do bring positive and lagged influence on financial performance for businesses.
47
Matyesha, Monde Eric. "The impact of organisational change on employee motivation and performance levels." Thesis, 2011. http://hdl.handle.net/10413/9718.
Повний текст джерелаАнотація:
As organisations grapple with change in an ever changing business environment at the centre
of all are employees. More often than not the process is viewed in one dimension and that is,
how best will the organisation implement the change process. Very little focus is given on the
impact that changes have on the ability of employees to cope with the change and continue to
deliver excellent quality of work and stay focused. Today’s business leaders are expected to
go beyond managing the change process but to ensure that employees understand the need for
the change.
The case study evaluates how BPSA employees’ motivation and performance was impacted
by changes in their organisation. The study also examines the impact of a clearly defined need
for change, well defined change objectives and excellently communicated vision in
motivating employees and leading to superior performance. Primary data was gathered by
means of a structure quantitative questionnaire.
A sample of 64 employees participated and responded to the questionnaire, the respondents
were from diverse departments within BP Southern Africa. The study only focused on all the
employees that were affected by the change process. Statistical analysis involved both
descriptive and inferential statistics (correlation). Findings indicated that there was a
negligible positive and insignificant relationship between motivation and organisational
change. And there’s no correlation between performance and organisational change.Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.
48
Tsai, Yi-ling, and 蔡宜伶. "The Alignment between Uncertainty, CEO Compensation and Performance Measures: The Impact on Organizational Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/84085024092989391441.
Повний текст джерелаАнотація:
碩士國立中正大學
會計與資訊科技研究所
96
The association between CEO compensation and accounting performance were commonly examined in the prior research. Considering the impact of variability of accounting performance on its informativeness, it is worthwhile to investigate whether the firms will increase the association between CEO compensation and non-accounting performance rather than the association between CEO compensation and accounting performance? This study fills this gap to probes the association between CEO compensation and performance measures in uncertain environments which are captured by noise in earnings and firm risk. The performance measures include the accounting and non-accounting performance measures. Furthermore, this study tests the impact of the alignment between CEO compensation and performance measures on firm performance in uncertain environments. According to the research samples of listed firms in the Taiwan Stock Exchange and OTC stock exchange, the empirical results indicate the firms with high noise in earnings reduce the association between CEO compensation and accounting performance measure, but increase the association between CEO compensation and market performance measure. Stock return risk and operation risk don’t influence the association between CEO compensation and accounting performance measure, but the firms with high operation risk increase the association between CEO compensation and non-accounting performance measures. In addition, the greater the alignment between CEO compensation and performance measures is in higher uncertainty, the better firm performance is.
49
Shiau, Er-Ting, and 蕭而廷. "The Impact of Emotional Intelligence and Organizational Context on Team Performance." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/74170249584011341102.
Повний текст джерелаАнотація:
碩士明志科技大學
工業管理研究所
97
For rapidly changing global business environment, enterprise organizations adopt work teams to complete complicated missions and to achieve specific objectives. Work teams can improve productivity, production quality, work satisfaction and reduce wrong incidence, absent rate, turnover rate, etc., so work teams are considered a lot of benefits. For the research of team performance, scholars generally adopt the theory of “Input-Process-Outcome” system model and this research also adopts this model to study team performance. This research shows that Emotional Intelligence and Organization Context are the influence factors of team performance and the course factor is Team Interaction Process. Management teams, functional teams and research teams were investigated with a questionnaire in this research during April of 2009, and the total respondent amounts to 123 persons, come from 40 groups separately. Member score of parameter represent a goal situation of group this promptly after adding always average, then regarding group as samples to analysis while clicking parameter. This Empirical analysis shows that team member’s Emotional Intelligence and Team Interaction Process significantly influence team’s performance. However, the mediating effect examination shows that the mediating effect not only exists between Emotional Intelligence and team performance in Team Interaction Process, but also exists between Organization Context and team performance. This research shows that both Emotional Intelligence (at personal level) and Organization Context (at organizational level) are the significant factor to influence team performance. However, both two factors affect team performance because of involvement of Team Interaction Process. Consequently, this research shows that the managers should pay more attention on team interaction process at the management of work teams. Key words: Emotional Intelligence, Organizational Context, Team Interaction Process, Team Performance.
50
Yu, Ming-jen, and 游銘仁. "The Impact of Open Innovation and IT Capability on Organizational Performance." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/12264938760509035544.
Повний текст джерелаАнотація:
碩士世新大學
企業管理研究所(含碩專班)
99
Open innovation has been viewed as a new paradigm in the field of innovation management. Enterprises try to understand how to generate inflows and outflows of knowledge to achieve innovation. Companies with open innovation need to have effective mechanisms for sensing knowledge insufficiency, developing the required knowledge, and incorporating it between the internal and external business environments. This paper tries to understand the measurement of open innovation, the relationship between open innovation and organizational performance, and the moderation effect of IT capability to the relationship between open innovation and organizational performance. There are two determinants of open innovation: the scope of open innovation and the depth of open innovation. The scope of open innovation is the number of knowledge sources or different search channels for companies to pursue innovation activities. Moreover, the depth of open innovation is the extent that firms deeply integrated these external knowledge sources into its innovative concepts. A questionnaire-based study was conducted to collect data in Taiwan’s high-tech industries. We found that the scope of open innovation is not positively related to its performance, but the depth of open innovation is positively related to its performance. We also found that the IT capability does not seem to play an important role in open innovation. Finally, this paper discusses the contribution for both academics and business managers.