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Journal articles on the topic 'Business interest organizations'
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Farahmand, Nasser Fegh-hi. "Organizational Business Interest as Organizational Request." European Journal of Sustainable Development 1, no. 3 (October 1, 2012): 509. http://dx.doi.org/10.14207/ejsd.2012.v1n3p509.
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Making a difference in organization or creating the very best product or service on themarket or simply doing something loves to do. Furthermore, it seems that the emphasis onorganizational empowerment as structure, and systems has not yielded the desired results assome of the companies where these variables have been changed, after sometime, wentback to experiencing declining performance. It is therefore obvious that more researchneeds to be done to identify characteristics that enhance organizational performance.Implementing good environmental and organizational practices is good organizationalbusiness it can give a competitive advantage. This article attempts to explain theorganizational business interest by patterns of thinking. Organizations use organizationalresources as the basic ingredient for all that is required for their operations. They aretherefore eager to maintain and improve the quantity of expendable organizationalresources by not only resources utilization, but by also identifying, nurturing andmaintaining characteristics that promote organizational performance. The key toorganization success is having a organizational business interest in place. Whetherorganization is about to launch a start-up or organization have been in organizationalbusiness for years, organizational business' direction is guided by your organizationalbusiness interest. In spite of this general awareness, such long-term organizational business,strategic-level interest of organizational business has been lacking in most organizations.
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Anderson Strachan, Peter. "Managing transformational change: the learning organization and teamworking." Team Performance Management: An International Journal 2, no. 2 (June 1, 1996): 32–40. http://dx.doi.org/10.1108/13527599610114989.
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The area of organizational learning and the learning organization is of burgeoning interest among progressive business organizations, educationalists and consultants concerned with transformational change in turbulent business environments. A key feature of this approach to learning and managing change is a focus on teamworking. Reviews the organizational literature and identifies the role of teamworking in building a learning organization. A challenge facing contemporary business organizations is to redefine and change their organizations in such as way as to be consistent with the learning organization notion, but many difficulties remain to be articulated in the design of such organizations.
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Beyers, Jan, and Iskander De Bruycker. "Lobbying Makes (Strange) Bedfellows: Explaining the Formation and Composition of Lobbying Coalitions in EU Legislative Politics." Political Studies 66, no. 4 (October 11, 2017): 959–84. http://dx.doi.org/10.1177/0032321717728408.
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This article analyzes the formation of lobbying coalitions in European Union legislative politics. Specifically, we investigate whether interest organizations establish coalitions and under which conditions business interests and non-business interests join a coalition. Our explanatory framework emphasizes three factors that drive coalition formation: the influence-seeking needs of interest groups, the need to ensure organizational maintenance, and policy-related contextual factors. To test our hypotheses, we analyze 72 policies initiated by the European Commission between 2008 and 2010 and 143 semi-structured interviews with representatives of European interest organizations. Our results demonstrate that non-governmental organizations that depend relatively less on membership support are strongly inclined to engage in coalitions. Moreover, the heterogeneous coalitions we identified—consisting of both business and non-business interests—are usually situated in policy areas that enjoy considerable salience among the broader public and emerge on issues that receive substantial media visibility.
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Jansen, Giedo. "Solo self-employment and membership of interest organizations in the Netherlands: Economic, social, and political determinants." Economic and Industrial Democracy 41, no. 3 (September 20, 2017): 512–39. http://dx.doi.org/10.1177/0143831x17723712.
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Falling in-between the category of employers and employees, solo self-employed persons are poorly accommodated by the traditional system of corporatist interest representation through which the interests of employers are represented in employers’ associations, and the interests of employees are represented by trade unions. For business associations ‘micro businesses’ with no employees are difficult to reach and serve, as their interests are considered distinct from companies with employees. Trade unions in many countries even resisted the emergence of solo self-employment, fearing that these and other flexible arrangements would undermine not only secure working conditions but also union solidarity. This study examines differences in membership of interest organizations among solo self-employed workers. Various types of organizations are investigated, not only trade unions and business associations, but also new freelancer associations. Theoretically, three categories of determinants are examined to explain differences in membership: economic explanations, social explanations, and political explanations. Empirically, survey data are used from the Netherlands, a country with an increase in self-employment and a diverse supply of interest organizations. It is concluded that economic determinants explain both ‘generic’ membership (of any organization), as well as membership of specific organizations. Social and political determinants do not explain generic membership, but instead help to explain why some self-employed workers join particular types of organizations.
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Niraula, Ganesh Prasad. "Communication in Business Organizations." Academic Voices: A Multidisciplinary Journal 2 (June 30, 2013): 23–27. http://dx.doi.org/10.3126/av.v2i1.8281.
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Now a day, communication has become central part of management. It has been used by different business houses like sole trading, partnership and joint stock companies in their different managerial and non-managerial activities. Its role is inevitable not only in the business organizations but also in our day to day life. Communication is the transformation of information from one person to another to fulfill common interest. It is the exchange of facts, opinions, ideas suggestions and other information. This paper deals with the relevance and role of communication in business organization. Academic Voices, Vol. 2, No. 1, 2012, Pages 23-27 DOI: http://dx.doi.org/10.3126/av.v2i1.8281
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Di Carlo, Emiliano. "Assessing conflict of interest in organizations." Corporate Ownership and Control 18, no. 4 (2021): 102–16. http://dx.doi.org/10.22495/cocv18i4art8.
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The innumerable cases of opportunistic behavior by directors, managers, and employees, primarily the various forms of corruption, have shown that neglecting conflicts of interest (CoI) situations can have important negative effects on the organizations involved, undermining, in some cases, their survival and development, as well as creating harmful consequences for stakeholders and the wider community. In proposing remedies to deal with CoI scholars underline the importance of assessing it. However, this aspect has been not investigated adequately. Using the literature on CoI and, in particular, the framework proposed by Thompson (2009) for the medical sector, the objective of the paper is to outline the elements required to assess the extent of the risk of CoI in organizations. Our framework considers the following two elements: a) the probability that the secondary interest may interfere, even if only apparently, with the primary interest of the organization; b) the seriousness of the damage and/or moral unacceptability of the mere appearance of improper behavior. The assessment also allows understanding not only what the causes are, that can increase the probability of interference of the secondary interests, but also the factors that feed these interests, suggesting the most suitable remedies. The analysis has several implications for researchers, practitioners, and regulators.
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Agwu, Edwin M. "Impact of Stakeholders' Analysis on Organizational Performance." International Journal of Strategic Decision Sciences 10, no. 4 (October 2019): 64–80. http://dx.doi.org/10.4018/ijsds.2019100104.
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Businesses have grown to the realization that no individual sector can make a significant, sustainable difference alone. Also, several studies have indicated the extensive use of stakeholder analysis within most organizations to improve their businesses. However, this depends on how well organizations can align and fulfill the needs of most if not all stakeholder concerns. This paper is based on a comparative case study of two organizations in the Nigeria financial sector in relation to their stakeholder management practices. The aim is to study the impact of stakeholder analysis on the performance of these selected organizations. The stakeholders of each organization were identified based on their respective mission and vision statements, including their core values and how their stakeholder management practices have impacted on each of their financials and social performances were also examined. The study confirms the importance of stakeholder analysis in the improvement of organization performance and also asserts that the achievement of an organization's set objectives is dependent on how well the organization can represent the interest of its key stakeholders. It was thus concluded that if an organization can align and fulfill the needs of all its stakeholders successfully, its performance can be improved significantly. It is recommended that management of organizations should not only ensure that their business activities are committed to addressing their stakeholder concerns and needs effectively, but must also be committed to the long-term survival of the organizational goals.
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HANEGRAAFF, MARCEL, JAN BEYERS, and CAELESTA BRAUN. "Open the door to more of the same? The development of interest group representation at the WTO." World Trade Review 10, no. 4 (August 16, 2011): 447–72. http://dx.doi.org/10.1017/s1474745611000310.
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AbstractThe openness of the World Trade Organization (WTO) towards non-state actors has led to much debate among scholars and practitioners. The objective of this paper is to add empirical knowledge to this ongoing debate. In particular, we examine the effects of allowing interest groups to participate at WTO Ministerial Conferences (MCs) during 1996–2009 by analyzing a novel dataset of 1992 interest organizations that attended seven MCs. The data we present demonstrate that, in contrast to what many expected, the WTO did not attract a more diverse population of interest groups since these organizations were allowed to participate at MCs. Moreover, we observe an increasing overrepresentation of some specific issue-related interests, especially agriculture, and a strong presence of Northern American and European interest organizations attending MCs. Another important observation is that MCs are not particularly dominated by business interests at the expense of NGOs (non-governmental organization), who are also consistently well represented at the WTO meetings. Yet, the high levels of volatility observed at the level of individual organizations suggests that, although it is rather easy to start lobbying at WTO MCs, only a relatively small number of interest organizations keep a long lobbying presence at this level.
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Ghosh, Saumyendu, Lauren Buckler, Mirosław J. Skibniewski, Sam Negahban, and Young Hoon Kwak. "ORGANIZATIONAL GOVERNANCE TO INTEGRATE SUSTAINABILITY PROJECTS: A CASE STUDY." Technological and Economic Development of Economy 20, no. 1 (January 28, 2014): 1–24. http://dx.doi.org/10.3846/20294913.2014.850755.
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Sustainable development represents a major challenge of the 21st century. Organizations use projects to implement strategic corporate objectives, exploring sustainable development from a project management perspective is imperative. While current project management techniques are well defined in terms of content and process to manage the budget-scope-time constraint, availability of organization resources and ability to adopt project governance strategies in a changing business environment, like incorporating sustainability in business process is ambiguous, literature has not explored how to cope with a normative situation like sustainability. We consider Small-to-Mid-Size-Construction-Organizations (SMSCOs), which makes up the largest portion of the project-based industry and are most impacted by new government regulations, as our population of interest. This paper addresses two primary objectives in relation to organizational resources available for SMSCOs: to identify an organization's shortcomings in undertaking a sustainable project, and to identify means for improving organizational readiness to cope with governance of sustainable projects. A case study with a SMSCO to understand activities, resource availability, and how to improve organization readiness to undertake projects related to sustainability is discussed. A conceptual framework is presented for the adoptive project governance process to ensure resource constrained organizations like SMSCO's can align better to govern such projects.
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Palmer-Rubin, Brian. "Interest Organizations and Distributive Politics: Small-Business Subsidies in Mexico." World Development 84 (August 2016): 97–117. http://dx.doi.org/10.1016/j.worlddev.2016.03.019.
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Kwadade-Cudjoe, Francis. "Leadership of Change: Examination of transactional, transformational and charismatic leadership, and evaluation of the concept of charismatic leadership in the current information-driven business environment." Archives of Business Research 8, no. 8 (September 4, 2020): 294–305. http://dx.doi.org/10.14738/abr.88.8909.
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Effective / efficient leadership has always been one of the most important ingredients every organization looks for. Preferably, a leadership of change that would enable the organization to carry out its operations effectively and engender good results to meet the organization’s goals. Every organization looks forward to employ the right leadership to goad the organization splendidly, and furthermore, attain competitive advantage. Competition amongst organizations to meet consumers’ needs is very keen, and it behooves on management to exhibit the best leadership style to achieve targets. Transformation and charismatic leadership styles have the upper hand in leadership of change to suit the current technological business environment. In view of this, directors of organizations are always putting in every effort and stretching every sinew to go above its limit to make sure the organization is sustained and satisfy shareholders’ interest. As one of their responsibilities, they need to appoint management with the requisite talents and skills to achieve expected results, and accomplish organizational goals.
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Boukal, Petr, and Jindřich Špička. "RELATIONSHIP BETWEEN BUSINESS EFFICIENCY AND CORPORATE PHILANTHROPY." Science and Studies of Accounting and Finance: Problems and Perspectives 9, no. 1 (November 25, 2014): 18–22. http://dx.doi.org/10.15544/ssaf.2014.02.
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The goal of this article is to explain the relationship between business efficiency and corporate philanthropy. Business efficiency and corporate philanthropy are influenced by different factors. These factors are economic, political, technological and ethical. Values of entrepreneur (management of the enterprise), ethical basis of all people in the enterprise are very important for business efficiency. Business efficiency is the complex category. The efficient enterprise is not only privately profitable, maximizing the private economic benefit of the entrepreneurs (shareholders), the efficient enterprise is useful for the region and the society as a whole. The social utility of the enterprise is helpful for the private business efficiency on the other side. The convergence of "interests" of businesses and non-profit organizations is the important trend today. The corporate philanthropy is developed. On the one hand, enterprises cannot pursue only economic interests, significance of the social context of their operation increased. On the other hand, non-profit organization representing social interest has to be efficient too. The cooperation between efficient organizations is possible. The opportunities of this cooperation are different. The corporate philanthropy has either a direct financial form (individual grant, corporate foundation) or the specific indirect form of corporate philanthropy (corporate volunteering). The results show that the business efficiency and corporate philanthropy are interrelated and influence each other.
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Peng, Hongxia. "Organizational ambidexterity in public non-profit organizations: interest and limits." Management Decision 57, no. 1 (January 14, 2019): 248–61. http://dx.doi.org/10.1108/md-01-2017-0086.
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Purpose The purpose of this paper is to study the potential interest in and the possible limits of the concept of organizational ambidexterity (Duncan, 1976; Tushman and O’Reilly, 1996) in the context of public non-profit organizations (PNPOs), a concept that is frequently studied in the private sector. Design/methodology/approach From an inductive and qualitative approach, this research is based on observations of ambidextrous innovation processes implemented in a French PNPO in charge of job search and unemployment compensation operations. Findings This research shows that the concept of organizational ambidexterity might provide some strategic leads for balancing the possible paradoxes within different kinds of expectations of the stakeholders of PNPOs. It might also facilitate the combination of the stability of public service deliverance and organizational transformation. Beyond its interest, this study identifies the limits of the concept in the context of PNPOs. For overcoming its limits, the study suggests a renewed understanding of organizational ambidexterity by taking account of PNPOs’ specificities, especially in terms of the regulation of the different tensions generated by ambidextrous organizational change. Research limitations/implications This research proposes a conceptual framework built with the integration of sectorial and organizational characteristics of the public non-profit sector for understanding the organizational ambidexterity and its possible strategic, organizational and management implications in this sector. The results are limited to the context the author studied because of several sectorial, national, organizational and cultural specificities. Practical implications The results might inspire management practices in PNPOs and potentially in private non-profit organizations or in voluntary organizations, since these three types of organizations could have certain similar organizational characteristics and might encounter similar questions in terms of strategy and innovation management. Originality/value This research suggests a renewed understanding of the concept of organizational ambidexterity in a sector in which the complexities, tensions and paradoxes generated by different stakeholders’ expectations are probably more present but less explicit than other organizations.
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Sharma, Avnish, Rakesh Agrawal, and Utkal Khandelwal. "Developing ethical leadership for business organizations." Leadership & Organization Development Journal 40, no. 6 (August 1, 2019): 712–34. http://dx.doi.org/10.1108/lodj-10-2018-0367.
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Purpose The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership. Design/methodology/approach This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership. Findings An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship. Practical implications This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization. Originality/value This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
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Rhodes, Carl, and Edward Wray-Bliss. "The ethical difference of Organization." Organization 20, no. 1 (December 18, 2012): 39–50. http://dx.doi.org/10.1177/1350508412460999.
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Noting that from its very inception Organization laid claim to having a central interest in the ethics and politics of organization, in this article we review contributions to the Journal over the past 20 years in order to consider the ethical thinking that has developed. We suggest that there is a common thread of ethical interest that characterizes much of this work—one that clearly differentiates it from more conventional approaches to business ethics. While business ethics has as its locus of interest the ethicality of organizations themselves, central issues that have emerged in Organization concern how individuals might (or might not) maintain a valued experience of themselves as ethical subjects despite the behaviour of organizations, and how organizational arrangements might be politically contested in the name of ethics. We explore this in relation to a question that unites much of the study of ethics in Organization: how do we live (and work) together in a world beset by difference? We consider this question in terms of the issue of ethical subjectivity and the relation between an ethics of consensus and an ethics of difference. The article concludes much as the Journal started—with the proposal that ethics remains a pressing challenge for critical scholarship and practice.
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Свистунов, Vasiliy Svistunov, Лобачев, Vitaliy Lobachyev, Алешина, and A. Aleshina. "MODERN PROBLEMS OF PREPARATION AND RETRAINING OF PERSONNEL FOR SMALL BUSINESSES." Management of the Personnel and Intellectual Resources in Russia 6, no. 3 (July 14, 2017): 30–35. http://dx.doi.org/10.12737/article_5947e02dd17f51.43530570.
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This article analyzes the current characteristics of the training and retraining of personnel for small businesses. In times of crisis survive the organizations that managed to capture trend changes and quickly adapt to them, including through development of its strategy of work with personnel. In this regard, of practical interest are current directions of personnel work of small businesses. Analysis of practical results in this direction in the work of small businesses suggests that today, the domestic organization is often inefficient to implement in practice. This gives grounds to speak about the need to improve work with the staff of small business organizations.
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Elbashir, Mohamed Z., Philip A. Collier, Steve G. Sutton, Michael J. Davern, and Stewart A. Leech. "Enhancing the Business Value of Business Intelligence: The Role of Shared Knowledge and Assimilation." Journal of Information Systems 27, no. 2 (July 1, 2013): 87–105. http://dx.doi.org/10.2308/isys-50563.
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ABSTRACT Business intelligence (BI) systems have attracted significant interest from senior executives and consultants for their ability to exploit organizational data and provide operational and strategic benefits through improved management control systems. A large body of literature indicates that organizations have largely failed to use their business intelligence investments effectively to exploit the wealth of data they capture in their ERP systems. As a result, BI has too often failed to support organizations' managerial decision making at both the strategic and operational levels and, thus, failed to enhance business value. Whether and how organizations achieve business benefits from their BI investments remains unclear. This study draws on the strategic alignment and IT assimilation literature to develop a research model that theorizes the importance of BI systems assimilation, and the need for shared knowledge among the strategic and operational levels as the drivers of BI business value. Results from the study confirm the crucial role of BI assimilation in translating organizational resources into capabilities that enhance the business value of BI. The findings also contribute evidence on the importance of shared domain knowledge and the interrelations between senior business, IT executives, and operational-level managers for enhancing BI assimilation.
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Palmer-Rubin, Brian. "Evading the Patronage Trap: Organizational Capacity and Demand Making in Mexico." Comparative Political Studies 52, no. 13-14 (March 11, 2019): 2097–134. http://dx.doi.org/10.1177/0010414019830745.
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When do organizations broadly represent the interests of their economic sectors and when do they narrowly represent the interests of members? This article investigates how agricultural and small-business organizations in Mexico make demands for programmatic policies or patronage benefits. Contrary to explanations based on the class of members, I show that the source of organizational capacity shapes demand-making strategies. Organizations that generate selective benefits internally are able to engage in programmatic policies that shape sectoral competitiveness, whereas organizations that fail to solve membership challenges internally are vulnerable to the patronage trap, a self-reproducing cycle wherein they become specialized in demand making for discretionary private goods. I generate this argument through process tracing of two agricultural organizations in Mexico. Analysis of an original survey of economic interest organizations provides broader evidence that organizational capacity is a better predictor of policy demands than social class.
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AJJAN, HAYA, RAM L. KUMAR, and CHANDRASEKAR SUBRAMANIAM. "UNDERSTANDING DIFFERENCES BETWEEN ADOPTERS AND NONADOPTERS OF INFORMATION TECHNOLOGY PROJECT PORTFOLIO MANAGEMENT." International Journal of Information Technology & Decision Making 12, no. 06 (November 2013): 1151–74. http://dx.doi.org/10.1142/s0219622013400129.
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With the increased interest among organizations in managing Information Technology (IT) projects as a portfolio, there has been a growing need for research on factors influencing adoption of IT Project Portfolio Management (ITPPM). ITPPM allows organizations to improve the alignment of IT projects with organizational strategy, by balancing the risks and returns from inter-related projects. To contribute to our understanding of ITPPM, this study examines the adoption of ITPPM through the theoretical lens of diffusion of innovation. Using the technology, organization, and environment (TOE) framework, we model ITPPM adoption and test our model using survey data from 302 project managers. Our results show that an organization's external pressure, ITPPM costs, organizational support, quality of data on existing IT projects, number of IT projects within the organization, and business resistance are significantly related to the adoption decision. We also find interesting results in how expected benefits of ITPPM and compatibility are perceived as equally important by both adopters and nonadopters. In light of the increasingly complex IT project management environment faced by organizations, our paper helps managers to understand and focus on key enablers of ITPPM adoption and better manage ITPPM inhibitors.
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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.
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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
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Pijl, Kees van der, and Harry Sminia. "Strategic Management of Public Interest Organizations." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 15, no. 2 (June 2004): 137–55. http://dx.doi.org/10.1023/b:volu.0000033178.54004.e9.
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Ofurum, Ugonna Augustina, and Justin Mgbechi Odinioha Gabriel. "Multidimensional Ethical Dilemmas of Contemporary Organizations: A Literature Review." INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 5, no. 3 (2019): 7–18. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.53.2001.
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This paper reviewed the literature on ethics, ethical theories, ethical principles; as well as the implications of unethical practices in organizations. The study revealed that unethical business practices have devastating consequences on organizations; since they result in poor corporate image, financial losses; market failures and sometimes complete corporate collapse. It was further observed that corruption, bad leadership, poor corporate governance, conflict of interest, lack of accountability, inadequate CSR, abusive and intimating behaviors among others are common in most organizations. The paper concludes that it is beneficial and in the enlightened self -interest of organizations to adopt good ethical practices. The paper also recommends that managers’ should ensure that ethical standards are crafted in their business philosophy and strategic intents in order to build and maintain a good corporate image.
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Moheden, Nishteman Othman, and Faraydoon Mohammed Mahmood. "The role of business ethics in improving the mental image of profitabe service organizations." Journal of University of Human Development 3, no. 3 (August 31, 2017): 310. http://dx.doi.org/10.21928/juhd.v3n3y2017.pp310-346.
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The image of the organization has a significant impact on the organization's success and sustainability. To achieve a new customer may depend mostly upon an image that is formed by the customer. The successes organization is not just required to attract new customers, but to keep with current customers.
In the light of above, the purpose of this study was to identify the role of business ethics in improve the mental image through survey of respondents of employees working in profitable service business organizations.
The study population included some profitable service organizations in the city of Sulaymaniyah, Kurdistan Region of Iraq. The sample consisted of (117) employees working in organizations covered by the study.
The statistical analysis software (SPSS-ver 19) has used by the researchers to find out standard deviations , correlation coefficients, and simple regression coefficients , as well as multiple linear regression analysis has used to determine the direct effects of the study variables in order to find out research's objectives.
This study relied on primary sources which obtained by distributing questionnaire in order to know the relationship of correlation and impact between the variables of the study.
The study found that there is a statistically significant effect of business ethics to gain mental image in the profetable service organizations.
The study recommended the development and promotion of business ethics , and the need for One of the most important recommendations is the need to disseminate the contribution of profitable service organizations to the service of the community and the growing interest in business ethics in their plans and strategies.
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Sharma, Shubham, and Usha Lenka. "Value-added statement as a trigger to organizational unlearning." Development and Learning in Organizations: An International Journal 33, no. 6 (November 4, 2019): 22–25. http://dx.doi.org/10.1108/dlo-02-2018-0021.
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Purpose Organizational unlearning is easier said than done. Organizations are usually not cognizant of the ripe time to start questioning and discarding their existing paradigms and past success formulas. This paper aims to recommend the use of a financial metric, i.e. value-added statement, as a trigger to unlearning in organizations. Design/methodology/approach This paper uses a review of existing literature on organizational unlearning to highlight that although prescriptive studies on unlearning are abundant, “how” and “when” organizations should contemplate and discard the obsolete knowledge and routines is still inconspicuous. Findings Value-added statement is an adequate reporting measure that incorporates the contribution of organization toward not only its shareholders but also other stakeholders such as employees, providers of long-term finance, government, and public. It supplements income statement and provides an insight of how organizations are serving its interest groups. A decline in value addition by an organization in a reporting period can serve as a trigger to question the existing practices and break organization’s over-dependence on “one size fits all” approach. Originality/value Unlearning is considered as a means to attain financial performance in an organization. This paper attempts to recommend a financial metric which incorporates the economic, social, and environmental aspects of business, i.e. value-added statement. The rationale for not recommending other financial metrics as a trigger for unlearning is based on grounds of possible manipulation. Moreover, these financial statements are affected by legal, political, and economic context of a nation.
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Puksas, Andrius, Dangis Gudelis, Agota Giedrė Raišienė, and Nomeda Gudelienė. "Business, Government, Society and Science Interest in Co-Production by Relative Evaluation Using Google Trends." Management of Organizations: Systematic Research 81, no. 1 (June 1, 2019): 55–71. http://dx.doi.org/10.1515/mosr-2019-0004.
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AbstractThe article provides the theoretical analysis of co-production phenomenon. The interests in co-production and related concepts are examined applying the methods of Google Trends statistical analysis and information visualization. The activity of business, government, society and research sectors during the last five years are compared, the trends of interest change and the balance of inter-sectoral interest in co-production is assessed. The relative evaluation of interest in co-production indicates that the situation in different sectors is not the same – the asymmetry in interest in co-production prevails. The article concludes that cooperation between public sector organizations with private sector organizations and society in providing public service as well as cooperation between scientific research, methods and technologies is developed at a different rate thus hindering breakthrough on a larger scale.
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Aizenberg, Ellis, and Marcel Hanegraaff. "Time is of the Essence: A Longitudinal Study on Business Presence in Political News in the United Kingdom and the Netherlands." International Journal of Press/Politics 25, no. 2 (October 24, 2019): 281–300. http://dx.doi.org/10.1177/1940161219882814.
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This paper analyses the presence of interest organizations in political news in the United Kingdom and the Netherlands between 1990 and 2017. Previous research on organized interests in the media revealed (1) a consistent overrepresentation of business interests across countries, but (2) also that this overrepresentation has decreased over time in a European context. However, these studies are snapshots of interest group patterns with either cross-country or longitudinal variation, and important players such as corporations have been largely excluded by European scholars. We argue that including corporations affects previous conclusions as it reveals substantial differences across countries and an increasing role of business interests in the news. We use a data set of Dutch and British news articles, in which we identified 34,657 interest organizations. This endeavor highlights that the distribution of organized interests in the media is skewed toward business interests and has not become more diverse. This suggests that the important insider role of business interests translates to outsider venues, which tells us something about how the news media maintain these patterns through the construction of news stories. These findings interfere with ideas of representativeness and flourishing democracies with a diverse public debate in which many different voices are expressed.
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Chand, Daniel E., and William D. Schreckhise. "Keeping score on congress: explaining variations in interest group ratings of US senators." Business and Politics 15, no. 3 (October 2013): 401–33. http://dx.doi.org/10.1515/bap-2012-0005.
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We adopt a novel use for an old type of data – interest group scorecards – to explore the impact business organizations have on the political process. By aggregating congressional scorecards, we can develop a sense of how satisfied groups are with the US Congress as a whole. To do this, we generate interest group-level ratings of the US Senate derived from individual-level ratings of each senator. We find business groups tend to give higher aggregated scores relative to other types of groups, suggesting business organizations more often get what they want form Congress, which in turn, illuminates the importance of these groups in the political process. We also find that well-funded “niche” organizations tend to show higher levels of satisfaction with senators than larger groups with broad public missions.
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Aldrich, Howard E. "Trade Associations Matter as Units of Selection, as Actors Within Comparative and Historical Institutional Frameworks, and as Potential Impediments to Societal Wide Collective Action." Journal of Management Inquiry 27, no. 1 (January 23, 2017): 21–25. http://dx.doi.org/10.1177/1056492616688857.
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The papers in this special section highlight three important questions in organization and management theory. First, evolutionary theorists studying organizations have an opportunity to address issues of organizations as units of selection. Trade associations focus their members’ attention on collective interests, creating shared understandings about issues and a collective identity that unifies an association and justifies calls for action by the association on the members’ behalf. Second, for scholars using historical and comparative frameworks, the study of trade associations presents an opportunity to study similar kinds of organizations in very different institutional settings. Many things that trade associations do are driven not because they are business interest associations but because they have to follow many of the same paths as other interest associations in the same institutional environment. Across nations, political systems differ substantially in the way interests can be pursued, with important contingencies including the difference between pluralist versus corporatist systems, the extent to which political institutions depend upon the information provided by interest groups, and the extent to which political institutions are actually open to lobbying. Third, trade associations represent powerful actors with the potential to undermine the pursuit of collective action for achieving public goods. For example, in the United States, to the extent that the decline of elite class cohesion and moderate business peak associations has weakened the forces of conciliation and compromise, strong trade associations may step into the void and make matters worse.
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Ask, Urban. "Business Intelligence Practices." International Journal of Business Intelligence Research 4, no. 2 (April 2013): 1–18. http://dx.doi.org/10.4018/jbir.2013040101.
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There is considerate interest in Business Intelligence (BI) from many perspectives, but little research describing design and use of BI in real companies is available (Granlund, 2011; Jourdan, Rainer & Marshall, 2008). The aim of this article is to add empirical evidence to the knowledge of BI practices, addressing calls for research. BI practices are reported from 193 large Nordic organizations with the aim to give a broad perspective. Nordic organizations are seen as early movers in the adoption of technology (Beise, 2004) and receptive to adopt innovations (Waarts & Van Everdingen, 2005). However, the picture this paper arrives at is that Nordic organizations design and use of BI solutions is fairly traditional, with a major focus on reporting and analysis that contain financial information. There are signs of “beyond traditional use” of BI, but more field based research is needed to better understand BI in practice.
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Zablith, Fouad, Samer Faraj, and Bijan Azad. "Organizational knowledge generation: lessons from online communities." Business Process Management Journal 22, no. 1 (February 5, 2016): 33–55. http://dx.doi.org/10.1108/bpmj-04-2015-0047.
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Purpose – Knowledge capturing and sharing within an organization have been extensively studied in the literature. In this stream of work, an influential focus is on the process of encoding and managing knowledge to enable effective reuse within the organization. With the advancement of internet and web technologies, there is an increased interest in the study of knowledge flows in online communities. The authors highlight in this paper the fact that the boundaries between internal and external organizational knowledge are disappearing, mainly due to the extensive use of online-based platforms to support organizational operations. The authors believe that this will affect the activities of knowledge management in today’s businesses. The purpose of this paper is to provide guidelines for organizations on how to bridge their internal and external knowledge using an integrated semantic approach. Design/methodology/approach – In this paper the authors review two classes of approaches, those that target internal organizational knowledge, and those that target online knowledge flow processes. Then the authors identify the challenges involved in today’s knowledge environments. To address those challenges, the authors propose a framework to bridge and integrate internal and external organizational knowledge. The authors map the activities handled in the framework to the existing knowledge management activities identified from the literature, and highlight how emerging technologies are used to support such activities along the knowledge management process. The authors apply the approach in the context of an organization’s process that heavily depends on the appropriate alignment of internal and external knowledge. The authors focus on the use of emerging technologies that support collaboration and the generation of explicit and reusable semantics. Findings – Interaction points within organizations can be used to define the scope of knowledge exchanged. Following a methodology around the proposed framework, it is feasible to create conceptual connections around internal and external knowledge through explicit semantics. Such connections that are created to support online communities’ knowledge exchange can be applied to internal organizational knowledge, and used as a bridge to external knowledge sources. Originality/value – The paper provides a roadmap for organizations on how to manage organizational knowledge processes in a coherent and collaborative semantic platform, with a view to what is available outside the boundaries of an organization.
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Dogar, Muhammad Nadeem. "Breach of psychological contract: impact on workforce motivation and organizational sustainability." Emerald Emerging Markets Case Studies 10, no. 1 (January 2, 2020): 1–20. http://dx.doi.org/10.1108/eemcs-01-2019-0005.
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Learning outcomes This case study aims to expect the following learning outcomes. A better understanding of the nature of a psychological contract being developed by employees in non-profit organizations, especially working in the areas of social development and the impact of this contract on employee commitment. Enhanced understanding of conflict of interest (personal versus public) in social development organizations and its implications. Identification of issues of task conflict versus interpersonal conflict and its impact on organizational functions. Identification of dynamics of exclusion of internal stakeholders from organizational strategic decision-making process along with its impact on organizational performance and sustainability. Devising a mechanism to avoid such conflicts in social development organizations, in particular, and organizations in general. Case overview/synopsis This case highlights five issues as follows: it identifies and discusses conflict of interest between privileged class possessing decision-making positions in the board of directors and implementers working at the grassroots level at ANMOL (a non-governmental organization working for poor girls education in Baluchistan-hub of China–Pakistan Economic Corridor); it discusses the basis for formulation of psychological contracts and impact of its violation on stakeholder’s commitment and motivation; it discusses the implications of difference of opinion of both stakeholders regarding organizational vision and possible drawbacks of converting task conflict into interpersonal conflict on individuals, organization and end-users; it explores implications of exclusion of key stakeholders from organizational decision-making and its impact on organizational smooth working and sustainability; and it suggests a mechanism to avoid conversion of task conflict into interpersonal conflict and smooth functioning of an organization. Hence, this case discusses theories of conflict of interest between top-leadership and workforce, psychological contract and implications of its breach on employee motivation and organizational sustainability in the context of social development organizations. Complexity academic level This case provides sufficient material to be discussed at master level courses (management sciences – master of business administration (MBA) level) such as human resource management (dynamics of psychological contract and conflict resolution), leadership and change management in social development organizations (social enterprises). Supplementary materials Teaching Notes are available for educators only. Subject code CSS 7: Management Science.
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Khawaja, Khurram Jawad, Sarwer Azhar, and Attique Arshad. "Examining Strategic human resource management and organizational effectiveness in Pakistani organizations." International Journal of Human Resource Studies 4, no. 3 (August 20, 2014): 214. http://dx.doi.org/10.5296/ijhrs.v4i3.5992.
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PurposeSHRM is facing potential theoretical challenge in terms of unveiling “black box” mystery lies between logical and strategic application of SHRM and its impact on organizational effectiveness. To explore the gap between HR contribution and competitive advantage gained by the organizations, a viable mediating framework is needed in SHRM.Design/Methodology/ApproachIn the awake of rising world interest in SHRM, this paper aimed to analyze the scholarly works on SHRM those offer to stimulate mechanisms and configurations through which SHRM can serve to improve organizational effectiveness. Outcome of the debate is likely to use in future empirical research.FindingsOrganization needs to distinguish itself in performance and strategy from the other organizations. Improvement in resources helps the organizations to gain competitive advantage. Resource-based view of the firm used as a lens for this study explains that difference in business’s performance is dependent upon resources owned by the business. This study attempts to offer a framework that proposes a strategy to distinguish itself in performance. HRM management set up in an organization gets influenced by HR system, and practices prevalent in the organization, workforce skills, employee level of competence, employee commitment and engagement. An organization cannot remain aloof from the repercussions of extraneous conditions such as political, economic, sociological, technological, legal and environment.Limitations and Future Research DirectionsThis conceptual study is limited to state and status of strategic HRM activities in Pakistani organizations. Future study may conduct empirical research by including employee perceptions as unit of analysis at the province level.Practical Implications The study is of great value to Pakistani organizations to excel on organizational effectiveness to optimize financial performance. This study offers a practical and rudimentary framework to implement desired strategic human resource management to gain organizational effectiveness.Key wordsSHRM, organizational effectiveness, Pakistan, framework
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Rahahleh, Arwa Hisham, and Majd Mohammad Omoush. "The Role of Business Intelligence in Crises Management: A Field Study on the Telecommunication Companies in Jordan." International Business Research 13, no. 1 (December 19, 2019): 221. http://dx.doi.org/10.5539/ibr.v13n1p221.
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The field of business intelligence and crisis management currently became have become important issues that organization should be concerned about. The aims of the research is to identify the concepts of business intelligence (BI) and crisis management and review the importance of business intelligence in business organizations through the following independent variables (data source - data stores - specialized data - analytical processing- Data and data mining) and its impact on the crisis management stages ( pre-crisis phase, during the crisis phase and post-crisis phase) in the Jordanian telecommunications companies. The study population consisted of employees of the Jordanian telecommunications companies. A simple random sample was selected, to whom (130) questionnaires were distributed and 120 questionnaires were retrieved. The study relied on the descriptive analytical approach (SPSS as statistical analysis). The research concluded that there is a positive significant impact between business intelligence and management crisis in the Jordanian business organizations. This indicates to the interest of these organizations in the tools of business intelligence, especially with regard to the analytical processing of data based on a secure and integrated system in the work environment to manage organization crises.
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Rodgers, Diane M., Jessica Petersen, and Jill Sanderson. "Commemorating alternative organizations and marginalized spaces: The case of forgotten Finntowns." Organization 23, no. 1 (December 22, 2015): 90–113. http://dx.doi.org/10.1177/1350508415605110.
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Alternative organizations have become increasingly of interest in organizational theory. Previously understudied, these organizations have also been ignored or forgotten in the dominant narratives and spaces of commemoration. This further limits what we know about the past and the potential of alternative organizations. To illustrate this problem, we offer a specific case study of the forgotten alternative organizations and marginalized space of a former Finntown alongside the commemorative narratives and practices of capitalist entrepreneur heritage spaces. Extending organization theory on memory and forgetting, we detail how commemoration not only tends to legitimate capitalist forms of organizing, but also excludes alternatives. Finntowns, with their emphasis on cooperative organizations and community, provide a unique opportunity for organization studies to explore commemoration and forgetting in terms of power relations, time, and space. These marginalized spaces contained alternative organizations coexisting and contrasting with dominant capitalist organizations. Remembering their contributions means taking alternative organizations seriously, acknowledging their historic importance as well as their ability to be models for contemporary organizations.
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Lychkan, Leonid Petrovich. "Personnel management: personnel policy and personnel planning." Uchenyy Sovet (Academic Council), no. 5 (April 22, 2021): 339–51. http://dx.doi.org/10.33920/nik-02-2105-02.
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The article discusses the provisions related to personnel (human resources) planning and certain aspects of such planning, in particular, planning the organization's staffing needs for a certain prospected period for the organization's development and implementation of its targets and plans. When planning the need for personnel in modern context of digital transformation of the system of public relations, in the conditions of the formation of different areas of life of a worker, the development of his own resource capabilities, in the context of a changing economic situation, organizations of a modern type, carrying out their activities and functioning in a specific area, take into account certain factors affecting and influencing the staffing needs of the organization, in particular: the organizational structure of the organization; the production structure of the organization; the strategy of the organization, the mission of the organization, the functions of the organization; the production process in the organization; the staffing of the organization (actual staffing - attendance and payroll staff ); the qualitative planning of the organization's staffing needs; the quantitative planning of the organization's staffing needs; programs for the release of goods and the provision of services; the degree of mechanization and automation of the organization's production (the use of new technologies in production), including management processes. The organization's activities are always aimed at establishing business relationships with customers, suppliers, competitors, and other persons who are of interest to the organization and, thereby, contribute to the implementation of the business strategy of a modern organization. Strategy is the result of a generalized determination of the long-term course of the development of the organization, the direction and nature of the organization's actions, associated with the choice of a goal, solution of the corresponding problems, formation of a holistic vision and responsible implementation of the business model of the organization's development, and obtainment of the planned result. An organization's strategy is a set of measures aimed at introducing personnel to the goals of the organization and means to achieve the goals in a certain period of the organization's functioning.
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Rouhani, Saeed, Amir Ashrafi, Ahad Zare Ravasan, and Samira Afshari. "Business Intelligence Systems Adoption Model." Journal of Organizational and End User Computing 30, no. 2 (April 2018): 43–70. http://dx.doi.org/10.4018/joeuc.2018040103.
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Decision support and business intelligence systems have been increasingly adopted in organizations, while understanding the nature of affecting factors on such adoption decisions need receiving much academic interest. This article attempts to provide an in-depth analysis toward understanding the critical factors which affect the decision to adopt business intelligence (BI) in the context of banking and financial industry. In this regard, it examines a conceptual model that shows the impacts of different technological, organizational, and environmental factors in the decision to adopt BI by a firm. Structural equation modeling (SEM) was used for data analysis and test the relevant hypothesis. The results of this article which are derived from theoretical discussion of hypothesizes show that from nine hypothesized relationships—perceived tangible and intangible benefits, firm size, organizational readiness, strategy, industry competition and competitors absorptive capacity—affect BIS adoption in the surveyed cases.
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Pop, Oana. "Managing ambiguity in business. A holistic and innovative approach." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 843–51. http://dx.doi.org/10.1515/picbe-2017-0090.
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Abstract This article will look at the hurdles of dealing with ambiguity and the wicked problems that organizations are struggling with, by providing key insights from a one year team coaching program that the author had the opportunity to deliver in a Romanian entrepreneurial organization. Based on the actual methods used and highlighting the findings and impact of the program, we will reflect on how ambiguity manifests in organizational settings and how wicked problems can be defined. The methods employed are within the range of complexity science and are holistic approaches to systemic interventions within organizations that combine soft systems methodology, paradoxical theory of change, complex responsive processes approach with important concepts from systems thinking such as archetypes, feedback loops and modeling. One of the key objectives of the article is to reunite different academic approaches and link them to a case study as a way of adding value to these approaches and to reiterate that research needs, to find its rightful place in the practitioners’ toolkit and have a more meaningful and direct impact on the real struggles that business is faced with. The author’s expertize in systemic interventions is based on extensive practitioner experience, having been trained and certified as a systemic coach and facilitator, and therefore draws upon the work of other skilled practitioners that support companies in finding successful ways to address complexity. Although the article can be easily put in the complexity science and systems thinking area of academic interest, the research questions and insights are intended to serve the learning and the evolution of organizations.
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Mojic, Dusan. "Organizations and national culture." Sociologija 49, no. 4 (2007): 347–68. http://dx.doi.org/10.2298/soc0704347m.
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The paper deals with the most important contributions in studying cultural influences on organizations. The interest of social scientists in this topic began in the 1960s, based on the belief that it was necessary to overcome the dominant parochialism of US researchers in organizational theory and practice. Increasing internationalization of business activities, especially in the 1970s, imposed the need for large-scale studies and for finding practical solutions to the completely new problems encountered by multicultural organizations whose number was constantly rising. In spite of numerous and serious difficulties in every cross-cultural organizational study, several decades of development in this field have produced important theoretical and empirical contributions, enabling further advances in this scientific and practical discipline.
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Wamba-Taguimdje, Serge-Lopez, Samuel Fosso Wamba, Jean Robert Kala Kamdjoug, and Chris Emmanuel Tchatchouang Wanko. "Influence of artificial intelligence (AI) on firm performance: the business value of AI-based transformation projects." Business Process Management Journal 26, no. 7 (May 12, 2020): 1893–924. http://dx.doi.org/10.1108/bpmj-10-2019-0411.
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PurposeThe main purpose of our study is to analyze the influence of Artificial Intelligence (AI) on firm performance, notably by building on the business value of AI-based transformation projects. This study was conducted using a four-step sequential approach: (1) analysis of AI and AI concepts/technologies; (2) in-depth exploration of case studies from a great number of industrial sectors; (3) data collection from the databases (websites) of AI-based solution providers; and (4) a review of AI literature to identify their impact on the performance of organizations while highlighting the business value of AI-enabled projects transformation within organizations.Design/methodology/approachThis study has called on the theory of IT capabilities to seize the influence of AI business value on firm performance (at the organizational and process levels). The research process (responding to the research question, making discussions, interpretations and comparisons, and formulating recommendations) was based on a review of 500 case studies from IBM, AWS, Cloudera, Nvidia, Conversica, Universal Robots websites, etc. Studying the influence of AI on the performance of organizations, and more specifically, of the business value of such organizations’ AI-enabled transformation projects, required us to make an archival data analysis following the three steps, namely the conceptual phase, the refinement and development phase, and the assessment phase.FindingsAI covers a wide range of technologies, including machine translation, chatbots and self-learning algorithms, all of which can allow individuals to better understand their environment and act accordingly. Organizations have been adopting AI technological innovations with a view to adapting to or disrupting their ecosystem while developing and optimizing their strategic and competitive advantages. AI fully expresses its potential through its ability to optimize existing processes and improve automation, information and transformation effects, but also to detect, predict and interact with humans. Thus, the results of our study have highlighted such AI benefits in organizations, and more specifically, its ability to improve on performance at both the organizational (financial, marketing and administrative) and process levels. By building on these AI attributes, organizations can, therefore, enhance the business value of their transformed projects. The same results also showed that organizations achieve performance through AI capabilities only when they use their features/technologies to reconfigure their processes.Research limitations/implicationsAI obviously influences the way businesses are done today. Therefore, practitioners and researchers need to consider AI as a valuable support or even a pilot for a new business model. For the purpose of our study, we adopted a research framework geared toward a more inclusive and comprehensive approach so as to better account for the intangible benefits of AI within organizations. In terms of interest, this study nurtures a scientific interest, which aims at proposing a model for analyzing the influence of AI on the performance of organizations, and at the same time, filling the associated gap in the literature. As for the managerial interest, our study aims to provide managers with elements to be reconfigured or added in order to take advantage of the full benefits of AI, and therefore improve organizations’ performance, the profitability of their investments in AI transformation projects, and some competitive advantage. This study also allows managers to consider AI not as a single technology but as a set/combination of several different configurations of IT in the various company’s business areas because multiple key elements must be brought together to ensure the success of AI: data, talent mix, domain knowledge, key decisions, external partnerships and scalable infrastructure.Originality/valueThis article analyses case studies on the reuse of secondary data from AI deployment reports in organizations. The transformation of projects based on the use of AI focuses mainly on business process innovations and indirectly on those occurring at the organizational level. Thus, 500 case studies are being examined to provide significant and tangible evidence about the business value of AI-based projects and the impact of AI on firm performance. More specifically, this article, through these case studies, exposes the influence of AI at both the organizational and process performance levels, while considering it not as a single technology but as a set/combination of the several different configurations of IT in various industries.
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Germain, Marie-Line, Phyllis Robertson, and Sarah Minnis. "Protests, Rallies, Marches, and Social Movements as Organizational Change Agents." Advances in Developing Human Resources 21, no. 2 (February 22, 2019): 150–74. http://dx.doi.org/10.1177/1523422319827903.
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The Problem Social movements can impact organizations and employees through changes in policies and procedures in the workplace. Measuring the degree to which collective protests, rallies, and marches have influenced organizational actions can be complex due to the variance in activist practices and the resistance or amiableness of organizations to change. The Solution Protests, rallies, and marches can create a disruptive stage for challenging and confronting organizational policies and practices that maintain power structures. Through the examination of the literature and the review of recent worldwide events, this article illustrates how social movements have affected organizations and led to organizational changes, illuminating change processes in established fields such as business. Specifically, we aim to answer how protests, rallies, and marches influence organizational policies and practices attributed to human resource development (HRD). We conclude by discussing how a recent social movement is applicable to the field of HRD and suggest areas for future research. The Stakeholders This article may be of interest to employees at all levels of the organization, researchers, and practitioners in the field of HRD.
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Lobova, L. "Staff Employment As Actual Task in Business and Governance." Management of the Personnel and Intellectual Resources in Russia 9, no. 5 (December 21, 2020): 22–27. http://dx.doi.org/10.12737/2305-7807-2020-22-27.
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The article considers the need to assess, control and coordinate the processes of personnel involvement in business and public administration: provides analytical data, describes aspects that indicate the relationship between the level of involvement and the state of the socio-psychological climate in the team, focuses on the problems and difficulties that arise in the process of implementing mechanisms to increase staff involvement in government organizations, recommendations are given for their settlement. The involvement of personnel in the activities of the organization is a category more complex and deeper than the motivation of employees, interest in work. Assessing the involvement of staff, the leaders of large commercial structures identify the "weak links" of a single organizational system, to build and, most importantly, to preserve which is a priority in the competition for leadership at the present stage of economic development. The public administration sphere, the distinguishing feature of which is strict regulation of corporate norms and legal relations of work process participants operating within a limited range of official powers, requires a special approach in terms of staff involvement: the relevance and novelty of the problem of applying engagement management mechanisms in government organizations, the lack of competency the selected tools of its assessment provide an opportunity to explore this issue in the framework of identify, study and compare new ways to optimize managerial functions.
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Bitkowska, Agnieszka. "Knowledge management vs business process management in contemporary enterprises." Ekonomia i Zarzadzanie 8, no. 2 (June 1, 2016): 31–37. http://dx.doi.org/10.1515/emj-2016-0014.
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Abstract The main objective of this paper is to identify the system of knowledge management in contemporary process organizations in business process perspective, especially with regard to technological and social conditions. Methodology is based on literature analysis and case studies. The integration of knowledge management technologies, concepts and methods into organizational business processes is challenging research issue today. The concepts of knowledge management and business process management should be analyzed jointly in the contemporary enterprises. Despite of the growing interest among researchers and practitioners of the concept of the knowledge management referring to business process management there is a lack of articles in this area. Appropriate approach to the modelling of knowledge management processes, as well as the use of IT tools, and a motivation system are of key importance for the introduction of this solution in organizations.
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Santoro, Gabriele, Fabio Fiano, Bernardo Bertoldi, and Francesco Ciampi. "Big data for business management in the retail industry." Management Decision 57, no. 8 (September 12, 2019): 1980–92. http://dx.doi.org/10.1108/md-07-2018-0829.
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Purpose The purpose of this paper is to shed light on how big data deployment transforms organizational practices, thereby generating potential benefits, in a specific industry: retail. Design/methodology/approach To achieve the paper’s goal, the authors have conducted several semi-structured interviews with marketing managers of four retailers in Italy, and researched secondary data to get a broader picture of big data deployment in the organizations. Findings Data analysis helped identify specific aspects related to big data deployment, data gathering methods, required competences and data sharing approaches. Originality/value Despite the growing interest in big data in various fields of research, there are still few empirical studies on big data deployment in organizations in the management field, and even fewer on specific sectors. This research provides evidence of specific areas of analysis concerning big data in the retail industry.
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Thompson, Warren. "Marketing Information Systems and Management Information Systems: Education and Training." Journal of Educational Technology Systems 20, no. 2 (December 1991): 143–52. http://dx.doi.org/10.2190/rj6q-car3-8cdf-2ra3.
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Computer education and computer training is becoming more important as technology advances. Human resource specialists will be forced to make crucial decisions that will impact the total organization as more organizations use computer technology. Information is important to the organization. Business executives and managers need to be educated and continuously trained on computer information systems. The benefits from computer education and training outweigh its costs. This is evident by the increasing interest in education and training in business organizations. This article compares and discusses management information systems and marketing information systems and focuses upon the training that is needed for today's managers and executives. It is an attempt to review the major concerns of MKIS and MIS education and training.
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Rubel, Mohammad Rabiul Basher, Nadia Newaz Rimi, and Tim Walters. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh." Global Business Review 18, no. 4 (May 2, 2017): 876–94. http://dx.doi.org/10.1177/0972150917692223.
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This study examines the roles emerging human resource management (HRM) plays in enhancing employee commitment to the organization from the perspective of social exchange theory (SET). In this relationship, HRM roles represent the mechanisms through which managers’ actions, behaviours and HRM procedures affect employees’ commitment to the organization. A self-administered questionnaire survey was employed for data collection from a sample of 217 respondents drawn from front-line employees working in private commercial banking organizations in Bangladesh. Using structural equation analysis, the results indicated a significant and positive influence of the roles of emerging HRM, namely, procedural justice, organizational communication, empowerment, employee development and participation as determinants of employee commitment to the organization. In this study, the five-dimensional emerging HRM roles had a positive relationship with employee commitment to the organization. Thus, organizations and their top management should have interest in, and nourish, a supportive HRM environment, and must provide a strong priority to HRM through which they will demonstrate their commitment to open communication, empowerment, participation, investment in employee development and a just environment to get employee commitment in a long-lasting, high-quality commitment-focused relationship.
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Van, Loan Thi Hong, Hoang Huy Nguyen, and Duc Hong Vo. "Corporate Social Responsibility: A Study on Consumer Awareness in Vietnam." Review of Pacific Basin Financial Markets and Policies 23, no. 03 (August 3, 2020): 2050019. http://dx.doi.org/10.1142/s0219091520500198.
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This paper explores how consumers’ perceptions of corporate social responsibility (CSR) influence their attitude and purchase intention in Vietnam. The study used a quantitative approach in which a survey was conducted. Among many respondents, the final 222 responses from various respondents across Vietnam were utilized in this paper. Key findings from this study are as follows. First, consumers (one stakeholder) are one key motive for organizations to become engaged in CSR. Second, consumers have a strong interest in an organization that they perceive to be responsible for its workers and community. Third, the concept of CSR in Vietnam is rooted in business and ethics, reflecting that Vietnamese consumers want business organizations to behave responsibly. On balance, the findings imply that CSR is influenced by the context in which it is practiced. Consumers expect business organizations to take their social responsibilities seriously, in line with the expectations of Vietnamese society.
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Sultan, Suhail, André de Waal, and Robert Goedegebuure. "Analyzing organizational performance of family and non-family businesses using the HPO framework." Journal of Family Business Management 7, no. 3 (October 9, 2017): 242–55. http://dx.doi.org/10.1108/jfbm-07-2017-0021.
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Purpose Many businesses in the world are family-owned. A family-owned business differs from other types of businesses in several ways, because it is composed of both a family and a business. A recurring question in management research has been: which type of business performs better, the family-owned or the non-family owned? An alternative question which in this respect can also be asked, in the light of the high-performance organization (HPO) theory which has become popular these past years, is: which type of business is more likely to become and stay high performing, the family-owned or the non-family owned? To try to answer these questions, many studies have been done in which the performance of family firms was compared with firms that have no family ties, but these studies gave mixed results and conflicting opinions. The paper aims to discuss these issues. Design/methodology/approach It seems evident that a new research approach is needed. A way forward is to use the HPO concept which looks at the factors important for an organization to become an HPO. Thus, the research question which this study attempts to answer is: are there differences in performance between family and non-family businesses, and if so, can these be traced back to differences in the way these businesses deal with the factors of high performance? The research used the HPO questionnaire and interviews to collect data at Palestine family and non-family owned businesses. Findings The research shows that Palestine non-family businesses significantly outperform family-owned businesses. Family businesses thus seem “a living paradox.” Balancing family interest and business interest often requires a compromise between family and business goals. It seems that Palestinian family businesses focus more on family interest by putting the goal of survival and “keeping the business in the family” above (short-term) financial goals. Family businesses might also feel more that the company’s money is the family money, and as a result their investment and expenses strategies are more conservative thus missing possible economic investment opportunities. Research limitations/implications The study results add to the current debate in the literature about which type of business performs better, and at the same time they add knowledge because if there are differences these might be explained by the factors of high performance. In this vein, the study results also contribute to the literature on high performance, as the HPO framework has not been used before for this type of comparative research. Originality/value The study results have practical value because they yield knowledge about the ways to organize a business so it can achieve high organizational results which is of great value to managers attempting to make their organizations perform better.
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Nenobais, Harry, Azhar Kasim, and Irfan Ridwan Maksum. "The Capacity Development of Non-Profit Organizations in the Growth Stage (An Action Research Based on the SSM)." JKAP (Jurnal Kebijakan dan Administrasi Publik) 20, no. 2 (June 17, 2017): 37. http://dx.doi.org/10.22146/jkap.18081.
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This research aims in analyzing the capacity development of non-profit organizations in the growth stage through six internal components and four external components at Papuan Pesat Foundation. The approach used in the research is the action research based on the soft systems methodology that consists of two activities that had been done simultaneously, which are the research interest and the problem solving interest (McKay and Marshall, 2001). It fulfills criteria that are systematically desirable and culturally feasible (Flood an Jackson, 1991). Whilst the theory used is according to Brothers and Sherman (2012) that states that there are six internal components that should be strengthened in the growth stage, which are the leadership, the organization’s culture, the role of the board, programs’ extension, the management and infrastructure, the financial sustainable. Afterwards, according to De Vita, et. al. (2001) there are four organization’s external components that should be maintained, which are the social demographic, the economy/market, the politic and values, and the norms. The result of this research shows the research interest, that the organization needs to be equipped with the transformational leadership, the simple structure design, and the improvement of the role of the board. For the problem solving interest, it needs the working programs’ extension through the correct formulation process, the human resources management, the organization’s financial sustainability. Then the external components which need to be formed are the collaboration among the non-profit organizations, the local government, the private sectors, business activities, politic participations and the public relation.
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BOX-STEFFENSMEIER, JANET M., and DINO P. CHRISTENSON. "Comparing membership interest group networks across space and time, size, issue and industry." Network Science 3, no. 1 (February 12, 2015): 78–97. http://dx.doi.org/10.1017/nws.2015.6.
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AbstractWe compare and contrast the network formation of interest groups across industry and issue area. We focus on membership interest groups, which by virtue of representing the interests of voluntary members face particular organizational and maintenance constraints. To reveal their cooperative behavior we build a network dataset based on cosigner status to United States Supreme Court amicus curiae briefs and analyze it with exponential random graph models and multidimensional scaling. Our methodological approach culminates in a clear and compact spatial representation of network similarities and differences. We find that while many of the same factors shape membership networks, religious, labor, and political organizations do not share the same structure as each other or as the business, civic and professional groups.
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Ahamad Nalband, Nisar, Saad Alkelabi, and Dafieah Awad Jaber. "Innovation Practices in Saudi Arabian Businesses." International Journal of Business and Management 11, no. 4 (March 15, 2016): 136. http://dx.doi.org/10.5539/ijbm.v11n4p136.
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<p>In today’s business “Innovation” is a buzzword; business people can’t live without it. Innovation management as such has recently gained much attention from the academic researchers, industry and the governments of the different countries; because of its functionality in sustaining the organizations, its growth as well to enjoy a competitive edge.</p><p>The Kingdom of Saudi Arabia even today is looked upon as a mere crude oil supplier by the outside world. Saudi Arabia made significant changes in its development in all the fields including business. The country now made a mark as one of the emerging and fast developing nations in the world.</p><p>The country which has been very popular in mere trade and which is striving to establish its stance in business would be good example for academic interest to investigate empirically as to what type of practices of innovation exists in its all legal forms of business organizations of Saudi Arabia and also to have an over view of innovation scenario in Saudi Arabia businesses.</p><p>The Research carried on through an empirical study designed for the purpose. One hundred business organization of all types (Eg: Public, Private, Semi-government, Partnership firms, etc.) were chosen randomly. From each organization two respondents were chosen totaling to the sample size of two hundred.</p><p>Since the main objective of the research is to find the practices of innovation in Saudi Arabian business organizations a few practices were asked to the respondents through the structured questionnaire to know the level of perceptions of the respondents on a Likert’s five point scale. At the outset the results are promising in Saudi Arabia, the business organizations are paving the way for innovation in their businesses. Within the study when compared with the practices it is found that practices touching upon teams and team work are measuring low. Regarding the types of innovation there is mixed results.</p><p>Probably this is the first empirical study in Saudi Arabia which has made an attempt to enquire into innovation practices through an exhaustive but a simple study.</p><p> </p>