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Journal articles on the topic 'Organisational contexts'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

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 (June 5, 2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.

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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.

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Kourti, Isidora. "Using personal narratives to explore multiple identities in organisational contexts." Qualitative Research in Organizations and Management: An International Journal 11, no. 3 (September 12, 2016): 169–88. http://dx.doi.org/10.1108/qrom-02-2015-1274.

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PurposeThe purpose of this paper is to explore and incorporate personal narratives as a new methodological tool into the qualitative research of complex organisational issues such as identity. Particularly, this study provides a fresh methodological perspective on organisational identity exploration by using personal narratives to examine multiple identities that occur in dynamic organisational contexts. Design/methodology/approachIn order to examine multiple identities, personal narratives found in the 43 semi-structured in-depth interviews collected were analysed. These narratives were exami

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Gnes, Davide, and Floris Vermeulen. "Non-Governmental Organisations and Legitimacy: Authority, Power and Resources." Journal of Migration History 5, no. 2 (September 11, 2019): 218–47. http://dx.doi.org/10.1163/23519924-00502002.

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In the analysis of non-governmental organisations (NGOs), legitimacy and legitimation are useful concepts because they bring to light the processes through which organisational entities justify their right to exist and their actions within a particular normative context. Theories of legitimacy underscore the moral basis of organisational power as grounded in the relationship between organisations and different kinds of audiences. In this article, we look at how those concepts and theories relate to the study of NGOs. Those theories not only help us understand how organisations establish themse

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Wickham, Mark, and Melissa Parker. "Reconceptualising organisational role theory for contemporary organisational contexts." Journal of Managerial Psychology 22, no. 5 (July 3, 2007): 440–64. http://dx.doi.org/10.1108/02683940710757182.

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Ajayi, Oluseyi Moses, Kayode Odusanya, and Susan Morton. "Stimulating employee ambidexterity and employee engagement in SMEs." Management Decision 55, no. 4 (May 15, 2017): 662–80. http://dx.doi.org/10.1108/md-02-2016-0107.

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Purpose The purpose of this paper is to contribute to the emerging theory of ambidexterity by developing measures to assess employee ambidexterity. Specifically, it identifies and tests the importance of the relationship between the organisational context and employee ambidexterity within small and medium enterprises (SMEs). Design/methodology/approach The research used a survey method to investigate SMEs in Nigeria. Two hundred SMEs were selected from across Nigeria to participate in the study and 72 companies responded, representing a 36 per cent response rate. The study sample comprised 398

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Ozmen, Y. Serkan. "How employees define organisational trust: analysing employee trust in organisation." Journal of Global Responsibility 9, no. 1 (February 5, 2018): 21–40. http://dx.doi.org/10.1108/jgr-04-2017-0025.

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Purpose Most business organisations try to create and maintain trustful relationships with their various stakeholders. Among all, sustaining a trustful relationship with employees has been particularly important for organisations. However, due to the multidimensional structure and changing nature of concept across settings, it is difficult to identify what makes an organisation trustworthy for its employees. The purpose of this study is to analyse the concept of organisational trust and identify how employees actually define organisational trust. Design/methodology/approach In the study, a sur

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Parker, Martin. "Working Together, Working Apart: Management Culture in a Manufacturing Firm." Sociological Review 43, no. 3 (August 1995): 518–47. http://dx.doi.org/10.1111/j.1467-954x.1995.tb00614.x.

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This paper presents a case study of management culture in a manufacturing organisation. Its general aim is to assess the usefulness of the concept ‘culture’ as it applies to organisations. After first establishing that the organisational members had a sense that their organisation was an unique ‘family’ the article then proceeds to argue that this ‘togetherness’ was, in many contexts, divided. Managers also had a series of conflictual orientations to other members that were partially defined by the managers organisational role but were also underwritten by assumptions about organisational hist

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Daya, Preeya. "Diversity and inclusion in an emerging market context." Equality, Diversity and Inclusion: An International Journal 33, no. 3 (March 11, 2014): 293–308. http://dx.doi.org/10.1108/edi-10-2012-0087.

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Purpose – The extreme demographic misrepresentation of organisations is a key business and societal issue in South Africa (SA). The purpose of this paper is to provide organisations that are committed to the creation of a diverse and inclusive environment with key considerations that need to be managed in order to create more diverse drive transformation. Design/methodology/approach – This research uses a combination of quantitative and qualitative techniques to gain an understanding of the elements that need to be managed to enhance perception of inclusion in the SA workplace. Findings – The

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Poirier, Erik, Sheryl Staub-French, and Daniel Forgues. "Embedded contexts of innovation." Construction Innovation 15, no. 1 (January 5, 2015): 42–65. http://dx.doi.org/10.1108/ci-01-2014-0013.

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Purpose – The purpose of this paper is to study the radical innovation process behind the adoption and implementation of building information modelling (BIM) for a specialty contracting small or medium enterprise (SME). This paper offers two distinct perspectives on BIM adoption and implementation, which are underrepresented in the current literature: the SME perspective and the specialty contractor perspective. It also attempts to bridge the gap between the growing literature on BIM adoption and implementation and the established literature on innovation by developing the notion of embedded c

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Swift, Hannah, Vanessa Dias, and Dominic Abrams. "WHOM WOULD YOU HIRE? AGEISM IN ORGANIZATIONAL CONTEXTS." Innovation in Aging 3, Supplement_1 (November 2019): S570. http://dx.doi.org/10.1093/geroni/igz038.2112.

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Abstract People want to work at older ages, yet ageism and discrimination remain a barrier. Using theories of prejudice, social role theory, and conceptual models of age diversity in organisational contexts, we explore age-bias in hiring practices (Study 1) and how to reduce it (Study 2). Study 1 (N=150) investigated pro-youth bias in hiring practices and how this manifests depending on job/occupation. Study 2 (N=150) investigated whether pro-youth bias is reduced by manipulating organisational culture. In both studies, participants were given a fictional organisation, a job ad, and two applic

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Ahrens, Thomas, and Rihab Khalifa. "The impact of regulation on management control." Qualitative Research in Accounting & Management 12, no. 2 (June 15, 2015): 106–26. http://dx.doi.org/10.1108/qram-04-2015-0041.

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Purpose – This paper aims to contribute to our understanding of the impact of regulation on management control practices. It explores the processes by which the institutionalised properties of certain management controls are adapted to organisational contexts and underpin organisational routines. The authors are interested in the voluntary adoption of management controls with highly developed institutional logics, how organisations respond initially to the institutional logics of new management controls and by what means those logics become a workable basis for institutionalising controls in t

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Hayes, Catherine, and Michael Collins. "Organisational contexts of communication in healthcare." British Journal of Healthcare Assistants 7, no. 11 (November 2013): 553–55. http://dx.doi.org/10.12968/bjha.2013.7.11.553.

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Hyde, Paula, and Alan B. Thomas. "Organisational defences revisited: systems and contexts." Journal of Managerial Psychology 17, no. 5 (August 2002): 408–21. http://dx.doi.org/10.1108/02683940210432646.

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Millar, Ross, and Helen Dickinson. "Planes, straws and oysters: the use of metaphors in healthcare reform." Journal of Health Organization and Management 30, no. 1 (March 21, 2016): 117–32. http://dx.doi.org/10.1108/jhom-11-2013-0242.

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Purpose – The purpose of the paper is to examine the metaphors used by senior managers and clinicians in the delivery of healthcare reform. Design/methodology/approach – A study of healthcare reform in England carried out a series of semi structured interviews with senior managers and clinicians leading primary and secondary care organisations. Qualitative data analysis examines instances where metaphorical language is used to communicate how particular policy reforms are experienced and the implications these reforms have for organisational contexts. Findings – The findings show how metaphori

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Sarris, Aspa. "Applying Organisational Theory to Isolated, Confined and Extreme Settings." Australian and New Zealand Journal of Organisational Psychology 1 (August 1, 2008): 1–6. http://dx.doi.org/10.1375/ajop.1.1.1.

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AbstractResearch on person–environment fit theory has largely developed within the context of people and organisations in urban settings. There has been little research of this kind within organisations in isolated and confined contexts. The purpose of this article was to examine the implications of person–environment fit theory within the context of the complementary fit and supplementary fit paradigm (Muchinsky & Monahan, 1987), for people working in isolated and remote organisational settings. Using a sample of Antarctic personnel, this study examined the extent to which psychological n

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Saoula, Oussama, Muhammad Fareed, Saiful Azizi Ismail, Nurul Sharniza Husin, and Rawiyah Abd Hamid. "A Conceptualization of the Effect of Organisational Justice on Turnover Intention: The Mediating Role of Organisational Citizenship Behaviour." International Journal of Financial Research 10, no. 5 (June 10, 2019): 327. http://dx.doi.org/10.5430/ijfr.v10n5p327.

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Considering employees are the ultimate valuable assets, most companies nowadays give lots of effort and capitalise vital resources to preserve them. The turnover of those employees will affect the achievement of the organisations’ goals as well as the maintaining of the competitive advantage. Therefore, it is imperative to call for more studies to understand the factors affecting this phenomenon in different settings and contexts of research, particularly in the non-western perspectives such as Malaysia who is facing big challenges toward the employees’ turnover in many sectors. Therefore, the

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Livingston, Wulf. "Practicing within the Context of Self, Individuals and Organisational Contexts." Practice 33, no. 2 (March 15, 2021): 83–85. http://dx.doi.org/10.1080/09503153.2021.1909918.

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Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.

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Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service provide

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Clarke, Julie, and Rachel Kirk. "Housing associations diversifying into market renting: local contexts and (re)interpretation shaping strategic decision making." Voluntary Sector Review 11, no. 1 (March 1, 2020): 3–20. http://dx.doi.org/10.1332/204080520x15793388961252.

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Within the context of housing associations as fluid third sector hybrid organisations, this article examines the dynamics of strategic decision making in relation to diversification into the market rented sector. A convergence of factors shaped an agenda for associations to engage with such commercial activity, crystallising debates about opportunities versus tensions and the remit of organisations. Qualitative research with senior housing association professionals operating in northern England illustrates the significance of external local and internal organisational contexts in making and ju

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Mackenzie, Kelly, Elizabeth Such, Paul Norman, and Elizabeth Goyder. "Using Co-Production to Develop “Sit Less at Work” Interventions in a Range of Organisations." International Journal of Environmental Research and Public Health 18, no. 15 (July 22, 2021): 7751. http://dx.doi.org/10.3390/ijerph18157751.

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Prolonged periods of sitting are associated with negative health outcomes, so the increase in sedentary jobs is a public health concern. Evaluation of interventions to reduce workplace sitting have suggested that participatory approaches may be more effective. This paper describes the use of co-production in four diverse organisations. Workshops with staff in each organisation were conducted to develop an organisation-specific strategy. The first workshop involved creative activities to encourage participants to develop innovative suggestions. The second workshop then developed a feasible and

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Viitala, Riitta, and Jenni Kantola. "Temporary agency workers shake a work community: a social capital perspective." Employee Relations 38, no. 2 (February 8, 2016): 147–62. http://dx.doi.org/10.1108/er-01-2015-0012.

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Purpose – The purpose of this paper is to investigate the kinds of effects that using a temporary agency workforce may cause on an organisational level, especially on relations between employees. In this study the authors explore the organisation as a community, leaning on the theory of social capital. Design/methodology/approach – The data were gathered via semi-structured interviews with 18 temporary agency workers and five employees in permanent positions. Discourse analysis with some degree of pragmatism was employed in comprehending the speech of the interviewees. Findings – The position

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Dadich, Ann, Aileen Collier, and Michael Hodgins. "Navigating and understanding organisational complexity in health services: The value of POSH-VRE." Journal of Management & Organization 26, no. 3 (December 9, 2019): 375–90. http://dx.doi.org/10.1017/jmo.2019.82.

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AbstractThis methodological article introduces positive organisational scholarship in healthcare and video reflexive ethnography (POSH-VRE) as a methodology to cut through the challenges of accessing and engaging organisations for research. We demonstrate how POSH-VRE can open space to navigate and better understand organisational complexity and build capacity. Organisational complexity denotes the interrelated components of a system. POSH-VRE can be helpful within complex organisations, such as health services, because it focuses on positive healthcare practices and experiences. We exemplify

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Lucia-Casademunt, Ana M., Deybbi Cuéllar-Molina, and Antonia M. García-Cabrera. "The role of human resource practices and managers in the development of well-being." Cross Cultural & Strategic Management 25, no. 4 (October 1, 2018): 716–40. http://dx.doi.org/10.1108/ccsm-05-2017-0054.

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Purpose Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influ

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Jones, Lorelei, Linda Pomeroy, Glenn Robert, Susan Burnett, Janet E. Anderson, Stephen Morris, Estela Capelas Barbosa, and Naomi J. Fulop. "Explaining organisational responses to a board-level quality improvement intervention: findings from an evaluation in six providers in the English National Health Service." BMJ Quality & Safety 28, no. 3 (October 31, 2018): 198–204. http://dx.doi.org/10.1136/bmjqs-2018-008291.

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BackgroundHealthcare systems worldwide are concerned with strengthening board-level governance of quality. We applied Lozeau, Langley and Denis’ typology (transformation, customisation, loose coupling and corruption) to describe and explain the organisational response to an improvement intervention in six hospital boards in England.MethodsWe conducted fieldwork over a 30-month period as part of an evaluation in six healthcare provider organisations in England. Our data comprised board member interviews (n=54), board meeting observations (24 hours) and relevant documents.ResultsTwo organisation

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Chabane, Mazri, Alexis Tsoukias, and Katherine A. Daniell. "Decision Support in Participatory Contexts." International Journal of Decision Support System Technology 11, no. 3 (July 2019): 47–80. http://dx.doi.org/10.4018/ijdsst.2019070104.

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Organizing the participation of multiple stakeholders in decision processes is now a widespread request with a visible consequence being the expansion of the analyst's role from problem solver to facilitator of stakeholder interactions. Within this evolutionary movement, this article claims that an analyst creates the organisation through which the set of stakeholders involved in the decision process interact. This article also claims that the ability of this organisation to fit contextual requirements is of utmost importance for the success of an analyst's intervention. This article is organi

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Phillipson, Chris, Sue Shepherd, Mark Robinson, and Sarah Vickerstaff. "Uncertain Futures: Organisational Influences on the Transition from Work to Retirement." Social Policy and Society 18, no. 3 (June 22, 2018): 335–50. http://dx.doi.org/10.1017/s1474746418000180.

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The promotion of extended working life has created a period of uncertainty between the ending of work and the beginning of retirement. This period of the life course is now ‘open-ended’ in respect of whether older workers decide to remain in employment or leave working. However, the choices available are framed within public policy and organisational contexts as well as personal circumstances. The study reviews the organisation of ‘work-ending’, the construction of age within organisations, and the influences on provision of support in late working life. The article concludes with a discussion

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Templeton, Gary F., and Charles A. Snyder. "Precursors, contexts and consequences of organisational learning." International Journal of Technology Management 20, no. 5/6/7/8 (2000): 765. http://dx.doi.org/10.1504/ijtm.2000.002895.

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Pretorius, Tinus, and Leon Oerlemans. "Project-based production and project management: Findings and trends in research on temporary systems in multiple contexts." South African Journal of Economic and Management Sciences 17, no. 1 (February 11, 2014): 105–8. http://dx.doi.org/10.4102/sajems.v17i1.905.

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Globalisation is challenging almost every aspect of the political, economic, social and technological environment. Organisations, whether public or private, have to adapt their strategies and operations to stay competitive and efficient. Historically, organisations adopted project-based operations as a mode to stay competitive, although the applications tended to be the oneoff type of operations such as construction and system development projects (Edum-Fotwe & McCaffer, 2000). As the world changed from an industrially driven to a more knowledge driven economy and the pace of continuous ch

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Assefa, Temtim, Monica Garfield, and Million Meshesha. "Barriers of Knowledge Sharing Among Employees: The Case of Commercial Bank of Ethiopia." Journal of Information & Knowledge Management 12, no. 02 (June 2013): 1350014. http://dx.doi.org/10.1142/s0219649213500147.

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Commercial banks are one of the main engines that enhance the economic growth of the country by managing financial transactions. Banks process and use information to run their business. Knowledge is one of the strategic resources that commercial banks use to increase their internal efficiency and to operate competitively. Knowledge-sharing barriers hinder the smooth flow of knowledge among employees which often results in negative consequences such as customer dissatisfaction, low employee learning and poor service quality. This research identified complex individual, organisational and techno

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Katou, Anastasia A. "How does human resource management influence organisational performance? An integrative approach-based analysis." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 797–821. http://dx.doi.org/10.1108/ijppm-01-2016-0004.

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Purpose Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach The analysis

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Barry, Sarah. "Contextual Analysis for Practical Action (CAPA): a framework for understanding how context works and how to apply it for practical learning and implementing change in complex systems." HRB Open Research 4 (February 10, 2021): 18. http://dx.doi.org/10.12688/hrbopenres.13199.1.

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Background: This concept paper presents Contextual Analysis for Practical Action or ‘CAPA’ as an action-oriented tool to understand and implement interventions in real-life service delivery contexts. Understanding how contexts work is a critical challenge for Health and Social Care Systems seeking to become more integrated. CAPA is a tool for understanding and empowering agents in local contexts. The local context is understood here as a key factor in implementation success. This concept paper offers rich theorising to underpin the translation of systems reform initiatives into meaningful loca

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Edmonstone, John Duncan. "Organisational learning." Leadership in Health Services 31, no. 4 (October 1, 2018): 434–40. http://dx.doi.org/10.1108/lhs-08-2017-0050.

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Purpose The understanding of “organisations” has changed fundamentally from seeing them as concrete entities to viewing them as communities of meaning. Mature adults in healthcare learn best when addressing pressing problems in company of their peers. Healthcare is unlike other sectors because of the emotional labour which is part of the experience of clinical staff. Absorptive capacity offers a conceptual model for viewing organisational learning and the encouragement of systemic eloquence can be enabled through a variety of approaches, provided they are designed and delivered as part of a we

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Mathew, Jossy. "The relationship of organisational culture with productivity and quality." Employee Relations 29, no. 6 (October 9, 2007): 677–95. http://dx.doi.org/10.1108/01425450710826140.

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PurposeThe purpose of this paper is to explore the impact of organisational culture on productivity and quality in software organisations, with special reference to India.Design/methodology/approachThe empirical study was done in two phases. The first phase adopts qualitative methodology and examines the significant aspects of organisational culture, productivity, and quality and the nature of the relationship organisational culture has with productivity and quality. The second phase makes a quantitative analysis of this relationship.FindingsThe study develops a range of insights into the way

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Chakraborty, Shreyashi, and Leena Chatterjee. "Rationales of gender diversity management policies and practices in India: an exploratory empirical study in the Indian IT/ITeS industry." Equality, Diversity and Inclusion: An International Journal 39, no. 6 (April 8, 2020): 667–88. http://dx.doi.org/10.1108/edi-04-2019-0124.

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PurposeThe Indian context is marked with weak anti-discrimination laws and patchy implementation of protection of civil rights of women at workplaces. The purpose of this paper is to unearth the rationales of the adoption of gender diversity management policies and practices in India, in the absence of laws and regulations.Design/methodology/approachInspiration is drawn from previous studies on diversity management in other national contexts, and a survey methodology was adopted. The lead researcher administered the questionnaires personally to all respondents to ensure that the understanding

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Lautenbach, P., K. Johnston, and T. Adeniran-Ogundipe. "Factors influencing business intelligence and analytics usage extent in South African organisations." South African Journal of Business Management 48, no. 3 (September 29, 2017): 23–33. http://dx.doi.org/10.4102/sajbm.v48i3.33.

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Through extensive use of business intelligence and analytics, organisations are better positioned to support fact-based decision making, ultimately leading to improved organisational performance. However, while some organisations recognise and exploit the benefits of business intelligence and analytics use, others fail to capitalise on its potential. It is pertinent therefore to examine factors influencing Business Intelligence and Analytics use within organisations. The three contexts of the Technology-Organisation-Environment (TOE) framework was used as the foundational framework. It is hope

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Crotty, Jo, and Sergej Ljubownikow. "Creating Organisational Strength from Operationalising Restrictions: Welfare Non-profit Organisations in the Russian Federation." VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations 31, no. 6 (September 15, 2020): 1148–58. http://dx.doi.org/10.1007/s11266-020-00271-0.

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AbstractThe work of non-profit organisations (NPOs) in non-democratic country contexts tends to be judged on their contribution to the democratisation process rather than the activities they undertake. This neglects the potential impact NPOs have on societies within such contexts. In this study, we highlight that NPOs can influence public policy deployment in the Russian Federation even if they cannot affect public policy itself. By operationalising the very restrictions placed upon them, NPOs use their relationships with the state to effect change within their immediate environment and scope

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A. Kreindler, Sara, Bridget K. Larson, Frances M. Wu, Josette N. Gbemudu, Kathleen L. Carluzzo, Ashley Struthers, Aricca D. Van Citters, Stephen M. Shortell, Eugene C. Nelson, and Elliott S. Fisher. "The rules of engagement: physician engagement strategies in intergroup contexts." Journal of Health Organization and Management 28, no. 1 (March 11, 2014): 41–61. http://dx.doi.org/10.1108/jhom-02-2013-0024.

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Purpose – Recognition of the importance and difficulty of engaging physicians in organisational change has sparked an explosion of literature. The social identity approach, by considering engagement in terms of underlying group identifications and intergroup dynamics, may provide a framework for choosing among the plethora of proposed engagement techniques. This paper seeks to address this issue. Design/methodology/approach – The authors examined how four disparate organisations engaged physicians in change. Qualitative methods included interviews (109 managers and physicians), observation, an

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Pishdad, Azadeh, and Abrar Haider. "Confirmative Pressures in ERP Institutionalisation." International Journal of Technology Diffusion 4, no. 2 (April 2013): 18–30. http://dx.doi.org/10.4018/jtd.2013040102.

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In the normal progression of events, firstly the technology is implemented, and then it is assimilated in the organisation. Once its usage becomes routinized and embedded within the organisations’ work processes and value chain activities, it leads to successful institutionalisation. Institutionalisation of technology, thus, is not a linear process, one that is independent of any organisational, cultural, technical, social, and environmental causes and effects that shape and reshape use of technology. Information system researchers, however, tended to limit their attention to the effects of th

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Pishdad, Azadeh, and Abrar Haider. "Confirmative Pressures in ERP Institutionalisation." International Journal of Technology Diffusion 5, no. 1 (January 2014): 43–55. http://dx.doi.org/10.4018/ijtd.2014010104.

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In the normal progression of events, firstly the technology is implemented, and then it is assimilated in the organisation. Once its usage becomes routinized and embedded within the organisations' work processes and value chain activities, it leads to successful institutionalisation. Institutionalisation of technology, thus, is not a linear process, one that is independent of any organisational, cultural, technical, social, and environmental causes and effects that shape and reshape use of technology. Information system researchers, however, tended to limit their attention to the effects of th

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Ann Alexander, Anu, Shishir Jha, and Ashish Pandey. "Understanding how hybrid organisations tackle social challenges." South Asian Journal of Business Studies 9, no. 2 (December 23, 2019): 193–213. http://dx.doi.org/10.1108/sajbs-02-2019-0031.

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Purpose The purpose of this paper is to examine how hybrid organisations combine institutional logics to tackle complex social needs. Design/methodology/approach A multiple case study design was followed, and cases were selected using a two-staged sampling process. Using qualitative analysis, the mechanisms through which logics are selected, prioritised and get integrated in the strategies and practices of these organisations are illustrated. Findings The study contributes to the literature on hybrid organisations and their ability to address social problems in two important ways. First, the p

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Correia, Tiago. "Doctors’ reflexivity in hospital organisations: The nexus between institutional and behavioural dynamics in the sociology of professions." Current Sociology 65, no. 7 (April 19, 2016): 1050–69. http://dx.doi.org/10.1177/0011392116641478.

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This article seeks to provide a clearer picture of how the nexus between institutional and behavioural dynamics operates among doctors in hospital organisations. On the basis of qualitative, in-depth research conducted in a hospital organisation, with the focus on doctors from two wards, differences in their actions and discourses challenge the coherence associated with professional and organisational values found in the debates in the sociology of professions. Rather than denying these influences, the article relates them to the way professionals reflexively make use of their roles in situate

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Hedström, Karin, Elin Wihlborg, Mariana S. Gustafsson, and Fredrik Söderström. "Constructing identities – professional use of eID in public organisations." Transforming Government: People, Process and Policy 9, no. 2 (May 18, 2015): 143–58. http://dx.doi.org/10.1108/tg-11-2013-0049.

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Purpose – The purpose of the paper is to reveal how identities are constructed when electronic identification (eIDs) cards are introduced through information systems in public organisations. Design/methodology/approach – Through two case studies, the authors generate rich data on the construction of identities through use of eID within public organisations. The author’s analysis, based on actor network theory, focusses on the translation of eIDs in these two settings. Findings – ID can be viewed as an artefact where the public and private spheres meet. The authors found at least three mixed ro

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Melián-Alzola, Lucía, Margarita Fernández-Monroy, and Marisa Hidalgo-Peñate. "Hotels in contexts of uncertainty: Measuring organisational resilience." Tourism Management Perspectives 36 (October 2020): 100747. http://dx.doi.org/10.1016/j.tmp.2020.100747.

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Chapman, Judith Ann. "The work of managers in new organisational contexts." Journal of Management Development 20, no. 1 (February 2001): 55–68. http://dx.doi.org/10.1108/02621710110364790.

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Worasinchai, Lugkana, and Farhad Daneshgar. "Identifying knowledge transfer requirement in global organisational contexts." International Journal of Innovation and Learning 12, no. 4 (2012): 353. http://dx.doi.org/10.1504/ijil.2012.049349.

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Smith, Marisa, and Umit Sezer Bititci. "Interplay between performance measurement and management, employee engagement and performance." International Journal of Operations & Production Management 37, no. 9 (September 4, 2017): 1207–28. http://dx.doi.org/10.1108/ijopm-06-2015-0313.

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Purpose The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon. Design/methodology/approach The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank. Findings The authors show that an in

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Zeng, Grace, Donna Chung, and Beverley McNamara. "Organisational contexts and practice developments in mental health peer provision in Western Australia." Journal of Health Organization and Management 34, no. 5 (June 8, 2020): 569–85. http://dx.doi.org/10.1108/jhom-09-2019-0281.

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PurposeOver the past decade, the push for recovery-oriented services has birthed a growth in the recruitment of peer providers in mental health services: Persons who live with and manage their mental health challenges and are employed to support persons currently using mental health services. The aim of this paper is to compare the responses of government and non-government organisations to the implementation of peer provision.Design/methodology/approachEmploying a qualitative study design, 15 people who supervised peer providers or who were strategically involved in peer provision were recrui

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Bagger, Christoffer. "An organisational cultivation of digital resignation?: Enterprise social media, privacy, and autonomy." Nordicom Review 42, s4 (September 1, 2021): 185–98. http://dx.doi.org/10.2478/nor-2021-0049.

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Abstract Enterprise social media (ESM) have largely gone ignored in discussions of the datafication practices of social media platforms. This article presents an initial step towards filling this research gap. My research question in this article regards how employees of companies using the ESM Workplace from Facebook feel that the implementation of this particular platform relates to their potential struggles for digital privacy and work–life segmentation. Methodologically, I explore this through a qualitative interview study of 21 Danish knowledge workers in different organisations using the

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Bhugra, Dinesh. "What makes a medical leader?" Advances in Psychiatric Treatment 17, no. 3 (May 2011): 160–61. http://dx.doi.org/10.1192/apt.bp.110.008730.

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SummaryMedical leadership is important and must be a part of training. It requires qualities at three levels: the personal, the interpersonal (working with and through others) and the organisational (in political and cultural contexts). Some of the traits of good leadership can be taught and learnt, whereas others are inherent. The roles of individual leaders depend on the organisations in which they are involved. Different contexts require different leadership styles.

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Usoro, Abel, and Imran U. Khan. "Trust as an Aspect of Organisational Culture." International Journal of Human Capital and Information Technology Professionals 2, no. 1 (January 2011): 1–17. http://dx.doi.org/10.4018/jhcitp.2011010101.

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Knowledge sharing is of much interest to both practitioners and researchers because of its potential to quicken learning, enhance innovation, reduce costs, and place organisations on a competitive edge. A principal tool for knowledge sharing has been identified by researchers to be virtual communities in which research collaboration and other knowledge sharing activities easily take place. Some key factors examined in literature as influencing knowledge sharing are technological, economic, and cultural. This paper concentrates on organisation culture with specific focus on trust as its compone

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