To see the other types of publications on this topic, follow the link: IT/IS organisation design.
Journal articles on the topic 'IT/IS organisation design'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'IT/IS organisation design.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Huuskonen, Arto Pekka Juhani. "Supply network design in the residential-FM sector." Facilities 32, no. 11/12 (2014): 723–38. http://dx.doi.org/10.1108/f-11-2012-0092.
Full textAbstract:
Purpose – The purpose of this study is to examine supply network designs that large service organisations use in the residential-FM sector to respond to the organising requirements of their operating environments. Design/methodology/approach – The study is theoretically grounded in the well-established literature on the organisational design and structural contingency theory. Utilising a framework of generic organising problems proposed by Miles and Snow (1978) and a multiple-case study design, the study elaborates how large service organisations organise and manage their supply networks in the Finnish residential-FM sector. Findings – The study identifies four supply network designs that organisations use for responding to the organising problems inherent in the property and resident services domains in the residential-FM sector. These include regional production organisation, horizontal decentralisation, environment stabilisation and demand – supply pooling, reflecting the type of the service-market domain and the organisation’s service strategy. Originality/value – The study contributes to the facilities management literature by expanding the field of inquiry from the commercial real estate sector into the emerging field of professional residential facility services. In particular, the study adds to the discussion on supply strategies and design, offering a service provider perspective to the organisation of service supply in housing.
2
Levin, Arnold Craig. "Changing the role of workplace design within the business organisation: A model for linking workplace design solutions to business strategies." Journal of Facilities Management 3, no. 4 (2005): 299–311. http://dx.doi.org/10.1108/14725960510630489.
Full textAbstract:
With the continuous changing nature of work and increasing demands on business organisations to remain competitive and to continually innovate, while controlling ever increasing real estate costs, the role of the workplace remains the battle ground between an organisation's cost savings strategy, its efforts to retain the status quo, serve as a facilitator of change and stand as a visual statement of the brand. While organisations continue to build facilities that range from newer adaptations of their previous model to what some may deem radical departures with the goal of creating new ways of working, the selection of what course of planning direction to take is still often left to a methodology that is removed from the long‐term strategic objectives of the organisation. Even organisations wishing to use the workplace as an enabler of transformation rely on the imagery of more open and collaborative work areas as the basis for change. Rarely is a connection made to the business strategy and business model of the organisation. Recognising that no matter what the organisational model, work processes are becoming more and more collaborative in nature, businesses appear to be confusing the design of collaborative workspaces with connections to a business strategy. This has created a vacuum in the perception of the role of the workplace within the business organisation and on the way in which workplace‐planning concepts are developed by design consultants. This paper attempts to identify the underlying issues that differentiate workplace design from workplace design strategies and to present a new way of developing these strategies that will change the perceived role of the workplace within the organisation.
3
Wäistö, Pia, Juhani Ukko, and Tero Rantala. "Workspace in supporting strategy implementation – a study of 25 knowledge-intensive organisations." Facilities 42, no. 15/16 (2024): 53–69. http://dx.doi.org/10.1108/f-07-2023-0060.
Full textAbstract:
Purpose Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations. Design/methodology/approach For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed. Findings Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour. Practical implications Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation. Originality/value Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.
4
Joshi, Marjo Susanna. "Holistic design of online degree programmes in higher education – a case study from Finland." International Journal of Educational Management 36, no. 1 (2021): 32–48. http://dx.doi.org/10.1108/ijem-12-2020-0588.
Full textAbstract:
PurposeThe purpose of this paper is to present design principles for holistic design of online degree programmes (ODPs) in higher education (HE). The study adds to previous research on online programme design by examining how the digital competence and pedagogical strategy of a HE organisation can inform holistic ODP design.Design/methodology/approachThis paper presents a case study placed in the context of a Finnish applied HE organisation. Design-based research (DBR) process is used to create holistic design principles for new ODPs. Theoretical framework for the study is digitally competent organisation (Kampylis et al., 2015) and pedagogical strategy is innovation pedagogy (Kettunen et al., 2013).FindingsDesign principles for pedagogically informed holistic design of ODPs are presented as a three-tiered model comprising organisational, pedagogical and ODP layers. Each layer includes various principles for holistic design to integrate an organisation's pedagogical strategy in a digitally competent context to create quality ODPs.Research limitations/implicationsThe paper presents a case study from a HE organisation in Finland, but results are applicable to a wider global audience.Practical implicationsAs a contribution to practitioners, this paper presents a three-tiered holistic design of ODP in HE organisation, where the design principles are categorised in organisational, pedagogical and ODP design layers. In addition, suggestions to managers, instructional designers and educators are made for the holistic design of ODPs.Social implicationsBuilding the sense of community in ODPs and offering continuous support in pedagogy and technology are valuable for the well-being of the staff, students and the wider society.Originality/valueThe paper draws relationships between holistic design of ODPs, digital competence and pedagogical strategy. The paper provides managerial and operational viewpoints to managers, administrators and educators of HE organisations that plan to create new ODPs with a holistic focus on the educational organisation, its pedagogical strategy and digital competence. Recommendations for further development, possible applications and research of ODP education are made.
5
Walton, Paul. "Information Evolution and Organisations." Information 10, no. 12 (2019): 393. http://dx.doi.org/10.3390/info10120393.
Full textAbstract:
In a changing digital world, organisations need to be effective information processing entities, in which people, processes, and technology together gather, process, and deliver the information that the organisation needs. However, like other information processing entities, organisations are subject to the limitations of information evolution. These limitations are caused by the combinatorial challenges associated with information processing, and by the trade-offs and shortcuts driven by selection pressures. This paper applies the principles of information evolution to organisations and uses them to derive principles about organisation design and organisation change. This analysis shows that information evolution can illuminate some of the seemingly intractable difficulties of organisations, including the effects of organisational silos and the difficulty of organisational change. The derived principles align with and connect different strands of current organisational thinking. In addition, they provide a framework for creating analytical tools to create more detailed organisational insights.
6
Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.
Full textAbstract:
Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
7
Atbar, Samuel. "PENGEMBANGAN ORGANISASI BERBASIS KOMPETENSI (SEBUAH KAJIAN TEORI)." Papsel Journal of Humanities and Policy 1, no. 2 (2024): 112–24. https://doi.org/10.63185/pjhp.v1i2.29.
Full textAbstract:
Every organisation must be able to compete and process with all the resources available to it to develop and grow the organisation. One of the organisational development strategies carried out is based on performance competencies in the hope of remaining competitive and developing the organisation to achieve the organisation's goals. Thus the purpose of this research is to find out about how the design of performance competencies in an effort to develop the organisation as a whole. The method used in writing this article is literature review or literature review. The result of this research is that in practice organisational development competencies are carried out in order to monitor and improve the organisation to work in accordance with expectations for the achievement of organisational goals. Keywords: Development, Organisation, Competence
8
Jendza, Dorota. "Leader vs team member - Differences in equality and hierarchical individualism and collectivism - the context of public and private organisations." Management 28, no. 2 (2024): 185–205. http://dx.doi.org/10.58691/man/195476.
Full textAbstract:
The aim of the study presented here is to identify differences in levels of individualism and equality collectivism and hierarchical individualism depending on the type of organisation and the organisational role performed. A total of 810 people took part in the study, representing organisations in the public and private sectors with different organisational roles. Participants answered questions on the scale on individualism and collectivism of equality and hierarchy (KIRH), constructed based on Singelis and Triandis' (1995) concept. The survey was conducted in May 2023 in Polish private and public organisations. A two-factor analysis of variance was used to determine differences in the level of hierarchical and equalitarian individualism and collectivism according to organisation type and organisational role in the research design of organisation type (public vs. private) x organisational role (managerial vs. employee). The research shows that the level of equality collectivism varies according to organisational role. It is higher among managers than among team members. The level of hierarchical collectivism varies according to the type of organisation and role. It is higher among team leaders in public organisations. No significant differences were found in the level of equality and hierarchical individualism between public and private organisations, as well as between managers and team members. The study confirms the existence of cultural differences between the public and private sectors and between managers and team members. The study highlights that the individual personality traits of team leaders may be as important in shaping employee behaviour as the type of organisation. The study is a pilot study.
9
VISSCHER, KLAASJAN, and PETRA C. DE WEERD-NEDERHOF. "RISE AND FALL OF AN INNOVATIVE ORGANISATION: THE INNOVATION JOURNEY OF ERICSSON ENSCHEDE." International Journal of Innovation Management 10, no. 03 (2006): 217–35. http://dx.doi.org/10.1142/s136391960600148x.
Full textAbstract:
This paper presents a case history of an Ericsson design centre in the Netherlands, from its founding in 1990 till its dramatic end in 2003. The paper describes the development of the organisation over the years — its origins, the abundant growth, the many organisational and technological metamorphoses it underwent and the eventual downfall. The purpose of this paper is to search for patterns in the dynamics of internationally operating R&D organisations and to clarify the peculiarities in the innovation journey of this Ericsson design centre. In particular, we focus on the actions of local R&D managers, the design of organisational forms, the relation between technology and organisation, and the relation between local design centres and their headquarters.
10
Cornelis, Thomas, Patrice Dubois, Jean-François Omhover, and Alain Fercoq. "Organisation Design Seen through Systematic Design." Proceedings of the Design Society: International Conference on Engineering Design 1, no. 1 (2019): 1553–62. http://dx.doi.org/10.1017/dsi.2019.161.
Full textAbstract:
AbstractOrganizations seeking to improve their performance, like Corporate Social Responsibility targets, face a key organisational design challenge. Designing the key components of the organization and their layout will have major impact on performances, and needs thus a robust design process. Organisation theory provides several models and methods to answer that need. Yet this design process has not been confronted to design methods literature, such as systematic design. The aim of this paper is to provide a synthesis of multiple theoretical elements coming from organization sciences, confronted with a classical engineering design model, to reveal similarities, differences and lacks of current literature on organization design. Our analysis of the available literature on organisation theory, organisation design and change management showed that this design process is close to systematic design, but we also highlighted several breaks in the design process, such as the lack of functional approach.
11
Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.
Full textAbstract:
Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment. Practical implications – The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity. Originality/value – The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.
12
Ala, Margaret, Edwinah Amah, and Chinemenum Amah. "Organization Design And Organizational Sustainability: Theoretical Perspective." African Journal of Business and Economic Development 4, no. 5 (2024): 15–24. https://doi.org/10.5281/zenodo.11296508.
Full textAbstract:
<em>This study aims to investigate the relationship between organisational design and sustainability from a theoretical perspective. The study was based on stakeholder theory. In addition, this study explored extensively the literature on the construct, organisation design and its dimensions (e.g., strategy, structure, process, reward, and people), and organisational sustainability with its measures (e.g., environmental, economic, and social sustainability). The research is based on the concept that traditional organisations are confronted with numerous obstacles in the face of the new global economic setting. These challenges arise from conflicting patterns of globalisation and de-globalization processes. To establish optimal circumstances for organisations to not only endure but thrive, a novel approach has been suggested. This approach centres around formulating and executing strategies for organisational sustainability, moving away from a limited emphasis on economic expansion and profits, and instead embracing concerns of social inclusivity, fairness, and environmental sustainability.</em>
13
Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (2020): 37. http://dx.doi.org/10.3390/admsci10030037.
Full textAbstract:
Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
14
Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
Full textAbstract:
This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
15
Garnett, Jonathan, Selva Abraham, and Param Abraham. "Using work-based and work-applied learning to enhance the intellectual capital of organisations." Journal of Work-Applied Management 8, no. 1 (2016): 56–64. http://dx.doi.org/10.1108/jwam-08-2016-0013.
Full textAbstract:
Purpose The purpose of this paper is to show how work-based and work-applied learning (WAL) can enhance the intellectual capital of organisations. Design/methodology/approach The paper draws organisational learning- and work-based learning literature and case study illustrations. Findings To achieve major strategic change in organisations requires working at senior level within the organisation to develop the capability of the organisation to learn and apply that learning strategically. WAL is explicitly geared to bring about change and enhance the learning capability within the organisation. Research limitations/implications There is a need for further longitudinal studies of organisations that have used the work-based and WAL approaches. Practical implications The conclusions reached have implications for higher education and non-award bearing executive education. Social implications The alignment of individual learning with organisational objectives positions learning as a co-operative part of working life rather than just individual preparation for employment. Originality/value The paper positions work-based learning and WAL as appropriate responses to the learning needs of organisations as well as individuals.
16
Keogh, Kathleen, and Liz Sonenberg. "Designing Multi-Agent System Organisations for Flexible Runtime Behaviour." Applied Sciences 10, no. 15 (2020): 5335. http://dx.doi.org/10.3390/app10155335.
Full textAbstract:
We address the challenge of multi-agent system (MAS) design for organisations of agents acting in dynamic and uncertain environments where runtime flexibility is required to enable improvisation through sharing knowledge and adapting behaviour. We identify behavioural features that correspond to runtime improvisation by agents in a MAS organisation and from this analysis describe the OJAzzIC meta-model and an associated design method. We present results from simulation scenarios, varying both problem complexity and the level of organisational support provided in the design, to show that increasing design time guidance in the organisation specification can enable runtime flexibility afforded to agents and improve performance. Hence the results demonstrate the usefulness of the constructs captured in the OJAzzIC meta-model.
17
Ahmed, Allam, and Mohamed Elhag. "SMART KM model." World Journal of Science, Technology and Sustainable Development 14, no. 2/3 (2017): 172–93. http://dx.doi.org/10.1108/wjstsd-01-2017-0001.
Full textAbstract:
Purpose The purpose of this paper is to critically address the key issues facing organisations in implementing knowledge management (KM) initiatives and frameworks and how to develop fit-for-purpose an integrated knowledge management framework (KMF) for organisational excellence. In doing so, the paper critically review concepts, frameworks and models of KM to introduce the SMART KM model to support the successful introduction of KM to an organisation through systematic and well-defined steps. In addition to well-founded theories, SMART KM model is also driven by best-in-class KM practices from a number of industries and sectors. SMART KM contains number of business components which supports knowledge flow throughout the organisations which can be tailored to achieve the organisation-specific goals and objectives in alignment with the adopted operating model. Throughout the paper, number of key issues facing organisations in implementing KM initiatives will be introduced and discussed. The readers would also be able to realise the design principles supporting SMART KM model and how it can be used to improve performance and achieve organisational excellence. Design/methodology/approach The paper provides an in-depth and critical review of the literature and theories on KM. In doing so, several sources have been reviewed and consulted including various mainstream referred journals focussing on KM, change management, management, HR, social science, strategy, etc. as well as books, online databases, governmental reports and statistics, etc. Findings All organisations are demanding better justification for investments in any KM initiative and expected outcomes. Therefore, we must ensure that KM initiatives are directly linked to the organisation’s business strategy. Moreover, we must also ensure that there are performance measurements in place to evaluate the success of the proposed KMF or KM initiative. Originality/value The SMART KMF is unique as it considers a number of paradigms and key organisation facets to assure successful deployment of KM practices and long-term sustainability of the associated benefits.
18
Nanayakkara, Kusal, Sara Wilkinson, and Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture." Journal of Management & Organization 27, no. 6 (2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
Full textAbstract:
AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
19
Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.
Full textAbstract:
PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
20
Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.
Full textAbstract:
Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
21
Akhtar, Sohail, Mohd Anuar Arshad, Arshad Mahmood, and Adeel Ahmed. "Spiritual quotient towards organizational sustainability: the Islamic perspective." World Journal of Entrepreneurship, Management and Sustainable Development 13, no. 2 (2017): 163–70. http://dx.doi.org/10.1108/wjemsd-01-2017-0002.
Full textAbstract:
Purpose The purpose of this paper is to explore the impact of spiritual quotient (SQ) on the organisational sustainability from the Islamic perspective. Till date, many organisations around the world are facing environmental, social and economic issues affecting their organisational sustainability. Design/methodology/approach The present paper is conceptual paper based on literature review on employee’s behavioural issues and role of SQ for organisational sustainability. Findings This present paper argues that SQ must be considered as the important factor for employee development in the organisation. It develops spiritual awareness among employees which enhances their productivity within the organisation. Furthermore, SQ is necessary means of identifying and harnessing deeper inner resources with the capacity to care for the well-being of the organisation and advance its development. Research limitations/implications The paper suggests SQ and its multi-dimensions with the implication for future research in organisational sustainability. Originality/value The paper discusses the development of the concept of SQ from the Islamic perspective.
22
Rothe, Peggie, and Christopher Heywood. "Demystifying the short-distance relocation process: 5 cases from Finland." Journal of Corporate Real Estate 17, no. 3 (2015): 160–77. http://dx.doi.org/10.1108/jcre-11-2014-0029.
Full textAbstract:
Purpose – The purpose of this paper is to describe different short-distance relocation management approaches applied by organisations in Finland. Corporate short-distance relocation is a significant event in the course of an organisation’s lifetime. While these kinds of relocations happen frequently, they are an infrequent event from the perspective of a single organisation. Therefore, few organisations have experience and knowledge on relocation management, which can result in improvised ways of managing the process. Design/methodology/approach – The paper uses a multiple-case study approach where the relocation management of five organisations is assessed post-relocation. Different aspects of the process, such as process phases and tasks, the organisation involved and employee participation, are scrutinized through 32 interviews with company representatives and documents provided by the organisations. Findings – The study describes five unique relocations that vary based on the level of change from a “routine move” to a “new beginning”. It further identifies four different models of managing the process: “one-man-show”, “orchestra”, “expert taskforce” and “democracy”. Originality/value – While previous studies have focused on either site selection decision-making or design of an already chosen space, the study describes five relocation processes that start from the relocation trigger and end when the organisation has relocated and settled into their new space.
23
Lancaster, Sue, and Lee Di Milia. "Organisational support for employee learning." European Journal of Training and Development 38, no. 7 (2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.
Full textAbstract:
Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process. Originality/value – This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.
24
Coyte, Rodney. "Enabling management control systems, situated learning and intellectual capital development." Accounting, Auditing & Accountability Journal 32, no. 4 (2019): 1073–97. http://dx.doi.org/10.1108/aaaj-02-2013-1237.
Full textAbstract:
Purpose The purpose of this paper is to examine how an enabling management control system (MCS) affected intellectual capital (IC) development in an organisation. The study explores the effect of a change from a coercive to an enabling control system on situated learning and the development of IC. Design/methodology/approach A case study was conducted in a large manufacturing organisation to explore the effect of a redesigned MCS on IC development. Semi-structured interviews were used to elicit understanding of the effect of the new system on situated learning and valuable local knowledge and relationship development. Findings The enabling way in which the MCS was designed introduced empowerment and accountability for financial and operational performance at all levels of the organisational hierarchy, which stimulated situated learning in a way that developed the organisation’s IC. Originality/value New insight is provided into the way management accounting practice can deliver valuable outcomes to organisations. First, into how MCSs design can stimulate the development of valuable local knowledge and relationships as IC. Second, into how MCS design can affect non-management employees. While prior studies have focussed on managers, this research is novel in showing how enabling controls affect non-management employees.
25
Lawrence, Neal. "Designing Educational Organisation in a Christian Context." Journal of Education and Christian Belief 2, no. 2 (1998): 115–26. http://dx.doi.org/10.1177/205699719800200206.
Full textAbstract:
IS IT NECESSARY or even possible to design educational organisation after a distinctly Christian pattern? How Christian an organisation is surely depends on more than attaching the label ‘Christian’ or even the carrying out of a Christian mission. There is perhaps an unspoken assumption by Christians that when they organise to carry out a Christian purpose, they will inevitably do so in a Christian way. Ultimately, all Christian organisations have an educating agenda of some sort, ranging from formal school education to a multiplicity of other educating activities. But is a Christian oganisational framework innately present in the carrying out of a Christian educational purpose? This paper explores these issues through several metaphorical perspectives on organisations and seeks to identify some elements of a useable organisational framework for Christian schools.
26
Maximova, Vesselina. "Organisation Design and Adaptability of the Organisation." Izvestia Journal of the Union of Scientists - Varna. Economic Sciences Series 9, no. 3 (2020): 106–16. http://dx.doi.org/10.36997/ijusv-ess/2020.9.3.106.
Full text
27
CHANG, WEN-CHIH, and ZUN-HWA CHIANG. "A STUDY ON HOW TO ELEVATE ORGANISATIONAL CREATIVITY IN TAIWANESE DESIGN ORGANISATION." International Journal of Innovation Management 12, no. 04 (2008): 699–723. http://dx.doi.org/10.1142/s1363919608002151.
Full textAbstract:
This research focuses on exploring which factors influence organisational creativity the most, and what actions are the most effective to enhance organisational creativity of design companies and departments in Taiwan. The survey showed that the most influential five factors to organisational creativity were in the order of design environment, team climate, group/organisation culture, design process and motive of work. The survey also showed that the most effective ways of improving organisational creativity were in the order of effective knowledge/experience sharing among colleagues, cultivating the designers' world view, accumulations of team design experiences, visiting domestic and foreign design exhibitions and diversified design work experiences. After the data from the questionnaire were further analysed by t-test, one-way ANOVA and Scheffé post hoc multiple comparisons, the study also showed that the most effective ways of improving organisational creativity were in the significant difference between the design company and design department. Furthermore, in terms of demographic variables of gender, employees' education, professional training, age and working experiences, the study result also implied that the most effective ways of improving organisational creativity could be different under different situations. With follow-up interview, we also found that due to the differences of business conditions, interviewees also had different perspectives referring to the definitions of good ideas. It drew various degrees of attentions when valuating creativity and improving it in the organisation. Thus, in order to get an effective creative performance, while facing different layout strategies and environments, administrators must adjust these measures to fit into their own need according to the conditions or restrictions of the organisations.
28
Farndale, Elaine, Susanne E. Beijer, Marc J.P.M. Van Veldhoven, Clare Kelliher, and Veronica Hope-Hailey. "Work and organisation engagement: aligning research and practice." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (2014): 157–76. http://dx.doi.org/10.1108/joepp-03-2014-0015.
Full textAbstract:
Purpose – To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach – Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings – The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications – The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value – The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.
29
Laing, Rachael, Sandra C. Thompson, Shandell Elmer, and Rohan L. Rasiah. "Fostering Health Literacy Responsiveness in a Remote Primary Health Care Setting: A Pilot Study." International Journal of Environmental Research and Public Health 17, no. 8 (2020): 2730. http://dx.doi.org/10.3390/ijerph17082730.
Full textAbstract:
Primary healthcare organisations have an important role in addressing health literacy as this is a barrier to accessing and utilising health care. Until recently, no organisational development tool operationalising health literacy in an Australian context existed. This research evaluated the efficacy of the Organisational Health Literacy Responsiveness (Org-HLR) tool and associated assessment process in a primary healthcare organisation in the Pilbara region of Western Australia. This study utilised a sequential explanatory mixed methods research design incorporating the collection and analysis of data in two phases: (1) Pre- and post-survey data and; (2) seven semi-structured interviews. Survey results showed that participants’ confidence in core health literacy concepts improved from baseline following the intervention. Analysis of the interview data revealed participants’ initial understanding of health literacy was limited, and this impeded organisational responsiveness to health literacy needs. Participants reported the workshop and tool content were relevant to their organisation; they valued involving members from all parts of the organisation and having an external facilitator to ensure the impartiality of the process. External barriers to improving their internal organisational health literacy responsiveness were identified, with participants acknowledging the management style and culture of open communication within the organisation as enablers of change. Participants identified actionable changes to improve their organisational health literacy responsiveness using the process of organisational assessment and change.
30
Panda, Saksham. "Scaling In-house Service Design." Touchpoint 15, no. 3 (2024): 54–56. https://doi.org/10.30819/touchpoint.15-3.12.
Full textAbstract:
In-house service design teams have the great advantage of being placed with all other moving parts of the organisation. Each project becomes an opportunity to change the organisation and to influence how they think and work. There’s real-time domain learning, involvement with stakeholders, and business. A team can build long-term relationships with employees and create a knowledge pool. A wider diffusion of service design practices in organisations has significant potential to improve service innovation. However, further work is needed to strengthen the connection between management and service design. There’s a lot of scope to drive long-term, systemic changes.
31
Lee, Gregory John, and Nicole Faller. "Transactional and Relational Aspects of the Psychological Contracts of Temporary Workers." South African Journal of Psychology 35, no. 4 (2005): 831–47. http://dx.doi.org/10.1177/008124630503500412.
Full textAbstract:
Contingent labour is an increasingly important part of the international and South African business environment. Several questions arise regarding the relationships between such workers and the client organisations that utilise their labour. Do contingent workers maintain transactional relationships only? Can loyalty and commitment be increased in such workers? Using the concept of the psychological contract, this article ascertains whether relationships with the client organisation vary for South African temporary workers of varying tenures. Employing a cross-sectional design, results for 174 temporary workers suggest that relationships with client organisations begin with largely transactional elements. Over time, the contract becomes significantly more relational, especially after the worker has been with the client organisation for six months or more. This relationship is affected by contract violation and organisational support.
32
Moreira, Ana, Francisco Cesário, Maria José Chambel, and Filipa Castanheira. "Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment." European Journal of Management Studies 25, no. 1 (2020): 5–22. http://dx.doi.org/10.1108/ejms-10-2020-001.
Full textAbstract:
Purpose This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.
33
Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.
Full textAbstract:
Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.
34
Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
Full textAbstract:
The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
 Keywords: Organisational peace, school, Turkey.
35
Varvakis, Gregorio. "Exploring the Relationship Between Decentralised Organisational Design and Knowledge Acquisition Capacity." European Conference on Knowledge Management 25, no. 1 (2024): 861–69. http://dx.doi.org/10.34190/eckm.25.1.2370.
Full textAbstract:
Business firms face challenges in maintaining their sustainability in the global market. As a result, it is increasingly necessary for them to focus on ensuring sustainable performance by balancing financial, social and environmental outcomes. One of the efforts companies make to achieve sustainable organisational performance and gain a competitive advantage is by increasing their utilisation of knowledge. According to the knowledge-based view, performance differences among organisations result from their different knowledge stocks and their different capabilities for knowledge use and development. Therefore, the ability to acquire and manage knowledge internally becomes essential. It enhances the organisation’s competencies, sustains them, and contributes to achieving a competitive advantage. As a vital resource for organisational success, managing knowledge through practices is necessary. Organisational design refers to how power is distributed in an organisation. Previous research has examined the effects of knowledge management on absorptive capacity and organisational performance. However, few studies have investigated how the relationship between decentralised organisational design and knowledge acquisition capabilities works. To fill this gap, this study aims to investigate the relationship between decentralised organisational design and knowledge acquisition capability in achieving sustainable performance. A sample of 125 responses was collected from companies in the state of Santa Catarina, Brazil, through an online questionnaire. The data were analysed using partial least squares structural equation modelling applied to validate the model and test the hypothesis, through the free and open source SEMinR package of the R language. The results indicate that a decentralised organisational design has a positive and significant impact on a company’s knowledge acquisition capability. Therefore, for companies to achieve sustainable organisational performance, they must adopt appropriate organisational design methods that allow for a clear distribution of tasks and responsibilities, as well as promote learning and problem-solving and encourage the creation of a culture of knowledge sharing among employees.
36
Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana, and Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.
Full textAbstract:
Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.
37
Wiley, Jack, and Francis Lake. "Inspire, Respect, Reward: re-framing leadership assessment and development." Strategic HR Review 13, no. 6 (2014): 221–26. http://dx.doi.org/10.1108/shr-06-2014-0039.
Full textAbstract:
Purpose – The purpose of this paper is to describe how a major financial services organisation used the results of an independent research project to alter its approach to leadership assessment and development. Design/methodology/approach – The research project involved collecting employee opinion data from roughly equal samples of employees from 22 countries worldwide (total n = 47, 236). Subsequent linkage research analyses involved employee opinions being correlated with measures of customer satisfaction and financial performance for up to 187 organisations worldwide. Findings – Findings revealed that what employees most want from the top leaders of their organisations is to be inspired, respected and rewarded. Organisations whose leadership teams scored higher on measures of inspiring, respecting and rewarding employees also achieved higher employee engagement, customer satisfaction and financial performance. Practical implications – These findings spurred the development of a new direction for leadership development and assessment for Lloyds Banking Group, a major financial services organisation based in the United Kingdom. Originality/value – This research answers a fundamental question from a sample of employees from 22 countries worldwide: what do employees most want from the top leaders of their organisations? Using performance data from up to 187 organisations worldwide this research also demonstrates that organisations whose top leaders provide employees with what they most want achieve superior organisational performance. Knowing this allows organisations to review and revise a wide variety of talent management approaches, including leadership assessment, development and reward systems. It also informs the design of employee survey instruments to ensure coverage of topics with known links to organisational success.
38
Chong, Alvin, Ibiwani Alisa Hussain, Noraini Ahmad, and Jugindar Singh Kartar Singh. "Organisation Justice Towards’ Employees Voluntary Turnover: A Perspective of SMEs in Malaysia." International Journal of Human Resource Studies 11, no. 2 (2021): 58. http://dx.doi.org/10.5296/ijhrs.v11i2.18459.
Full textAbstract:
Turnover of employees has gained the attention of organisations due to the impact of human resources on organisation performance and competitive advantage. This dilemma leads the management to struggle to find ways and retain employees. To attract, organisations use the "pull factors" to entice employees to perform better in the organisation. This study was conducted to investigate the relationship between the three dimensions of organisational justice: distributive, procedural and interactional justice towards voluntary turnover. This was an explanatory study that used a quantitative research design. Through a survey method, data was collected from a total of 115 respondents. The findings revealed that there was a significant relationship between employee turnover, distributive justice, procedural justice, and interactional justice. However, interactional justice had the strongest impact. This study also unearthed that attractive compensation is not the only method for the management to retain talent in organisations. Organisational justice plays an essential role in the retention of employees. These results will provide a better understanding of supervisors and human resource professionals with additional insights into the impact of organisational justice on employees' turnover. This study indicates that organisations' interactional justice practised is considered a central factor for employee retention. Although prior research has investigated a number of these issues, this study was the first to focus on employees in Small and Medium Enterprises in Malaysia.
39
Supranavičienė, Ugnė, and Genutė Gedvilienė. "Organizacijos viduriniosios grandies vadovams kylantys tarnaujančiosios lyderystės kompetencijų ugdymo iššūkiai." Acta Paedagogica Vilnensia 51 (January 29, 2024): 84–97. http://dx.doi.org/10.15388/actpaed.2023.51.5.
Full textAbstract:
The perception and identification of leadership are continuously being researched. However, in recent times the need for leadership has become more apparent in organisations of all kinds. The everyday reality of the present day is forcing us to rethink all the truths and theories of leadership that have been defended so far. This paper aims to reveal the challenges of middle managers in organisation towards servant leadership competencies development. A qualitative research design was used to explore the competencies of middle managers. Data was collected from seven middle managers in one of the Lithuanian Railways organisation LTG Link. These managers participated in three competency development assessments (self-confidence, emotional intelligence and leadership assessments), following focus group discussion where they were reflected on leadership concepts in the organisation, how they perceive themselves in the organisation, how they recognise servant leadership competencies and what challenges are facing in order to bring servant leadership as a dominant leadership style in the organisation. Managers were asked to reflect in three competency development layers: the reflection of middle managers’ understanding of leadership and management; understanding of the relationships between middle managers and subordinates; and understanding of relationships between middle managers and their management. According to the research findings, there are challenges in all the layers for middle managers to develop servant leadership competencies. Current leadership conception in the organisation is focused on a manager-centric approach, where the main focus is on the manager not the subordinate, in the servant leadership concept there is an employee-centric approach. The organisation’s processes and procedures are constructed to control and constrain the decision-making of middle managers. There is no working competency development and support system in the organisation to guide middle managers to become servant leaders, this leads to a nonunified leadership competency concept in the organisation, where middle managers bring their own understanding without any background. Furthermore, the hierarchical organisational structure limits the motivation of middle managers to develop their servant leadership competencies.
40
Ariyo, Oluwajuwon G., Emmanuel O. Ajike, Victoria A. Akpa, Idowu A. Nwankwere, and Folorunso Ilesanmi Akande. "The Moderating Effect of Perceived Organisational Support on Learning Organisation and Company Reputation of Small and Medium Scale Enterprisesin Nigeria." JOURNAL OF ECONOMICS, FINANCE AND MANAGEMENT STUDIES 06, no. 05 (2023): 2349–63. https://doi.org/10.5281/zenodo.7997413.
Full textAbstract:
This work empirically established the moderating effect of perceived organisational support on learning organisation and company reputation in Nigeria’s SMEs. This study employed a quantitative research design with an adopted questionnaire to collect data from the Four Hundred and Seventy-Eight (478) managers or owners of small and medium scales enterprises in Lagos, Nigeria. SmartPLS-SEM 4 was used to analyse the data collected. The results of the structural models showed a significantly positive statistical relationship between learning organisation and company reputation. However, perceived organisational support does not moderate the relationship between learning organisation and company reputation. This study's purview lies in Nigeria's small and medium-scale enterprises. Thus, it limits the generalisation of results to big or blue-chip firms. However, further research could be considered in the big establishments or specific industries to support the findings. The study's conclusions have specific applications for owners, managers, and corporate organisations. Business organisations must be deliberately placed to compete in today's intensely dynamic and competitive business environment; as a result, they must ensure that a learning environment is provided and that employees are constantly learning on the job to foster worthwhile delivery and improve firm’s reputation.
41
Pekkola, Sanna, Sanna Hildén, and Johanna Rämö. "A maturity model for evaluating an organisation’s reflective practices." Measuring Business Excellence 19, no. 4 (2015): 17–29. http://dx.doi.org/10.1108/mbe-05-2014-0011.
Full textAbstract:
Purpose – This study aims to examine how to measure and evaluate the level at which the management control system of the organisation supports reflective practices. Though the literature on management control has recently recognised the value of reflection as a tool for organisational learning, there are few practical means of analysing the management control system alongside reflective activity. To improve and develop reflective practices for more comprehensive and systematic utilisation, the management control system has to support these practices. Design/methodology/approach – The study is based on the current literature on reflection, reflective practices and management control and the pulling together of these three areas to determine how the evaluation and measurement of reflective practices should be organised. Based on that, the maturity model for measuring how the management control system supports reflective practices is elaborated. The empirical data testing the maturity model was collected from three case organisations. Findings – As its main contribution, the study composes a maturity model for evaluating the stage of reflective practices within organisations/an organisation. The existing literature does not present models or frameworks for evaluating the maturity of this kind of competence development activity. The presented model has many advantages that make it useful for pragmatic assessment and facilitation of competence development processes. Practical implications – As a practical tool, the maturity model helps to prioritise development actions when there is a need to enforce creative thinking (transformative learning) and sense-making within the organisation. Because an organisation cannot implement all the best practices in one phase, the maturity model can be used to introduce them in stages. Originality/value – The study advances one way of defining measures for reflective practices such that they are led from the literature on such practices. In addition, the study composes a maturity model for evaluating an organisation’s stage of reflective practice. Before an organisation can develop and manage its reflective practices or identify necessary changes, the current state of its reflective practices should be analysed.
42
Johannessen, Jon-Arild, and Hugo Skaalsvik. "The development of innovations in organizations: the role of creative energy fields." Kybernetes 44, no. 1 (2015): 89–106. http://dx.doi.org/10.1108/k-11-2013-0243.
Full textAbstract:
Purpose – One problem that many organisations face today in the global economy is that too few ideas are turned into innovations. The purpose of this paper is to show how innovations in organisations may be obtained by means of creative energy fields. Design/methodology/approach – The design employed in the research represents a holistic, change oriented approach to innovation, and the methodology is conceptual where an analytical model is used. Findings – The paper provides arguments that organisations need to develop creative energy fields in order to enhance their innovative capacity and performance. In the paper the construct creative energy field is conceptualised as “a spot in an organisation where a Group of creative individuals collaborate and work together in order to bring to surface new ideas which may fuel innovation processes and Development in organisations”. The paper shows that creative energy fields are influenced by five distinct components; those of making a clear purpose, planning after the results have become apparant, an organisation’s rule breakers, drawing a map that changes the landscape, and igniting the flame of innovation. Furthermore, the findings encompass three conditions which need to be present in an organisation in order to make creative energy fields work. Research limitations/implications – The carried out focuses on the individual organisation which aims to enhance innovation performance. Practical implications – In relation to practical implications, the paper shows, in particular, how an organisation may move into areas of innovation by means of a Lego system of organising. Originality/value – To the authors’ knowledge, the creation and use of a novel construct, that of creative energy fields, represents newness and originality in innovation research at the level of the individual enterprise. Furthermore, the paper contributes to the extant management knowledge of innovation by showing how a Lego system of organising may foster innovation at the enterprise level.
43
Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.
Full textAbstract:
Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study. Findings The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels. Originality/value The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.
44
Knutsson, Hans, and Anna Thomasson. "Exploring organisational hybridity from a learning perspective." Qualitative Research in Accounting & Management 14, no. 4 (2017): 430–47. http://dx.doi.org/10.1108/qram-04-2016-0030.
Full textAbstract:
Purpose The purpose of this paper is to explore if the application of a framework building on organisational learning focusing on organisational processes can increase our understanding of how hybrid organisation develops over time and why they fail to live up to external expectations. Design/methodology/approach The aim of this study is descriptive and explorative. It is accordingly designed as a qualitatively oriented case study. To capture the process of forming and developing hybrid organisations, the study takes a longitudinal approach. The case chosen for the study is a municipally owned company in Sweden providing waste management services. The study revolves around empirical data gathered in official documents and in face-to-face interviews. All the data concern the time span between 2004 and 2016. Findings The analysis of the case studied provides us with insights into how hybridity manifests itself in mind-set and processes. There is a need for individuals within and around the organisation to be aware of and accept new goals and strategies to change their behaviour accordingly. The result of this study thus shows that contrary to findings in previous research on hybrid organisations, merely changing the structure of the organisation is not sufficient. Instead, learning is key to the development of hybridity and to overcome goal incongruence and conflicts of interest in hybrid organisations. However, this takes time and is likely to be dependent on individuals’ willingness to accept and adapt these new strategies and goals. Research limitations/implications The result of this study is based on one single case study in one specific hybrid context. No empirical generalisation is aspired to. Instead, the aim has been to – through an explorative approach – make an analytical contribution to the knowledge about hybrid organisations. Further studies are thus necessary to deepen the understanding of the hybrid context and the situations under which hybrid organisations operate and develop. Practical implications Based on the result from this study, it seems that an organisation needs to learn how to be a hybrid organisation. There are no isolated structural solutions that can create a hybrid organisation other than in a formal sense. New ways to exploit organisational resources and the hybrid context are necessary to find new and innovative ways of how to use the hybrid context in a way that improves service sector delivery. Originality/value Predominately, research on hybrid organisations has until recently been working with the premise that hybrids are not a breed of its own but a mix of two or several ideal types. Consequently, the result from this type of research has often landed in a conclusion regarding the complexity of combining what often is considered contradictory and conflicting goals. In this paper, a different and novel approach is taken. The paper illustrates how hybrid organisations develop over time, and it suggests that hybridity manifests itself in mindset and processes. The main contribution is an exploration and illustration of how organisational learning may be considered as the missing link between the structural orientation of previous explanations of hybrid organisations and the organisational property of hybridity. Hybridity is the result of exposure to, acceptance of and adaptation to new goals and strategies and expresses itself in “hybrid behaviour”.
45
Stuart, Helen. "Corporate branding and rebranding: an institutional logics perspective." Journal of Product & Brand Management 27, no. 1 (2018): 96–100. http://dx.doi.org/10.1108/jpbm-05-2016-1198.
Full textAbstract:
Purpose The purpose of this paper is to demonstrate how the institutional logics framework adds a fresh perspective on corporate branding, particularly in times of organisational change and subsequent corporate rebranding. Design/methodology/approach The paper examines previous comprehensive approaches to corporate branding in the face of organisational transformation, applying institutional theory which adds to intelligence already developed regarding corporate branding and rebranding in this situation. Findings An understanding of the institutional logics framework provides insights into how corporate branding and rebranding in organisations is affected in an environment where the organisation simultaneously holds values and beliefs inherent to two or more competing institutional forms (Townley, 2002). Research limitations/implications Further research is required to develop a model which integrates institutional logics into previous approaches to corporate rebranding. Practical implications Consideration of the underlying institutional logics of an organisation and how organisational transformation results in competing institutional logics and institutional pluralism leads to profound thinking about branding and rebranding an organisation. Originality/value Although there are a number of studies which look at how to evolve the corporate brand in times of organisational transformation, the institutional logics approach has not yet been applied to this issue, except by the author.
46
Juchniewicz, Mateusz, Dorota Luba, and Monika Mądel. "Implementing change in organisations: key challenges." Journal of Management and Financial Sciences, no. 44 (December 28, 2021): 9–23. http://dx.doi.org/10.33119/jmfs.2021.44.1.
Full textAbstract:
A VUCA world (described with four attributes: volatility, uncertainty, complexity, and ambiguity) and the resulting need to implement changes continuously in almost every area of organisational activity have enhanced the awareness of organisations with regard to searching for skilful managers/leaders of change and building up competencies in change management amongst their staff. At the same time, however, quite a large proportion of changes fail. The paper aims to identify major challenges faced when implementing significant changes in an organisation using two case studies as an example. The first case study concerns a change to the Agile approach in an organisation’s operations, while the second one – the implementation of the Design Thinking concept in the work of project teams. The obtained results have become a starting point for more in-depth studies on change management focused in particular on factors contributing to organisational change success or failure and the role of individual stakeholders in the process.
47
Tsai, August. "An empirical model of four processes for sharing organisational knowledge." Online Information Review 38, no. 2 (2014): 305–20. http://dx.doi.org/10.1108/oir-03-2013-0059.
Full textAbstract:
Purpose – This study aims to introduce an empirical model which incorporates newsgroups, knowledge forums, knowledge assets and knowledge application processes to share organisational knowledge. Therefore it seeks to illustrate an application for integrating knowledge management (KM) into the business process. Design/methodology/approach – The Taiwanese contingent of an international certification body – also a council member of the International Organisation for Standardisation (ISO) – was selected for a case study. A hybrid technology infrastructure was designed and employed to implement the proposed model. Based on knowledge value added validation, the proposed KM model provides a set of new operating systems for sharing knowledge within an organisation. Findings – Although many theories regarding implementation of KM in organisations have been proposed and studied, an application model for practical integration of various modern principles to share organisational knowledge is strategically important. Therefore a model that integrates principal KM applications into the business process, and the measurement of the resulting benefits, has been developed. Originality/value – Knowledge is a valuable asset for an individual in today's economy; nevertheless the acquisition of such an asset relies heavily on knowledge sharing within an organisation. The author has proposed an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organisation.
48
van Langen, Pieter, Gerdje Pijper, Pieter de Vries, and Frances Brazier. "Participatory Design of Participatory Systems for Sustainable Collaboration: Exploring Its Potential in Transport and Logistics." Sustainability 15, no. 10 (2023): 7966. http://dx.doi.org/10.3390/su15107966.
Full textAbstract:
Challenges involving economic, environmental, and societal aspects necessitate organisations in business networks to collaborate. The scientific problem central to this paper is the difficulty of building sustainable collaborations. The research question is how to support organisations in building sustainable collaborations in their business relationships. This paper presents a new socio-technical approach to this end, i.e., PDPS (an acronym for Participatory Design of Participatory Systems) and explores its potential in a case study. PDPS is a value-based approach to the participatory design of participatory systems. Such socio-technical systems enable people working in different disciplines, departments, and organisational levels to create sustainable relationships supported by distributed information and communication technology. In a participatory system, participants gain trust, engagement, and empowerment to self-organise actions that produce results they could not have achieved alone. Following PDPS, participants collectively explore challenges in their relationship, define a joint value-based mission, and create a continuous process of self-organisation to fulfil this mission. In a case study, PDPS supported two Dutch business partners in solving recurring transport and logistics issues in retail store refurbishment projects. Turning their traditional business processes into participatory ones led to new solutions for sustainable transport and logistics, more joint business, and more profit. PDPS differs from other approaches in its involvement of all participants in a business relationship, its focus on shared values, and its capacity for creating a continuous process of self-organisation to fulfil a joint mission. This paper may support researchers, practitioners, and organisational policymakers interested in building sustainable collaborations in business networks.
49
Fennimore, Anne K. "Munchausen syndrome by proxy: perpetual organisational illness and therapy." International Journal of Organizational Analysis 25, no. 1 (2017): 62–79. http://dx.doi.org/10.1108/ijoa-01-2016-0964.
Full textAbstract:
Purpose This paper aims to adapt the medical phenomenon of Munchausen syndrome by proxy (MSBP) to an organisational context. Specifically, MSBP serves as a novel metaphor to describe the tendency for the organisation and the leader to perpetuate cycles of illness and therapy. Design/methodology/approach A conceptual metaphor is proposed based on the clinical description of MSBP. A perpetual feedback model emphasises a constant cycle of illness and therapy among leaders and organisations, often fabricated by a narcissist through destructive management. Findings The metaphor presented suggests that the role of deception is important for understanding why therapeutic approaches are often unnecessary, highly disruptive and administered by a destructive leader who possesses the power to alienate or dismiss non-corroborative organisational members. The implications of continuously passing illness between the leader and the organisation are a state of organisational disequilibrium and the manufacture of depersonalised, ill members. Originality/value This conceptual paper adds to the growing body of literature on behavioural strategy and contributes to the fields of organisational psychology, organisational analysis, management and employee relations.
50
Mwaluko, G. S., and E. A. M. Mjema. "A systemic Framework for Implementation of TQM Programmers." Tanzania Journal of Engineering and Technology 32, no. 2 (2009): 92–102. http://dx.doi.org/10.52339/tjet.v32i2.446.
Full textAbstract:
The purpose of this paper is to present a systemic framework for implementation of TQM program in amanufacturing organisation that produces motor vehicle components in Port Elizabeth - South Africa. Theapproach used included conceptualisation of the systemic framework and then involvement of the stakeholdersin adding scenarios to be considered in the design and implementing the framework in the real field. Thefindings obtained during the implementation of the systemic framework established that reduction of scraprate, reduction of production costs, reduction of cycle time and employee motivation could be achieved throughthe implementation of a Systemic Framework for the TQM programme. The TQM team was satisfied that theimplementation of TQM programme using the systemic framework was relevant in their particular situation.The developed systemic framework for implementation of TQM was tested in a company that manufactures motor vehicle components. The experience gained shows that the framework has a big potential for successful implementation of TQM. The developed systemic framework has a holistic approach in implementation of TQM; in that case it can be used to guide the design and implementation of successful TQM programmes. The developed systemic framework is a holistic approach, which took on board all four basic characteristics that portray an organisation. Organisations are portrayed by four interrelated characteristics namely, organisational processes, organisational design, organisational culture and organisational politics. For a successful implementation the TQM intervention should take into consideration these four characteristics.