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Journal articles on the topic 'Organisational growth'
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Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (September 1, 2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.
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Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.
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Ofori, Abel Obeng Amanfo. "Effects of External Factors on Organisational Cash Flow: Evidence From Ghana." International Journal of Accounting and Financial Reporting 10, no. 1 (January 6, 2020): 1. http://dx.doi.org/10.5296/ijafr.v10i1.16191.
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Effective cash flow management is essential in achieving the goals of every organisation. Businesses will fail to survive without efficient cash flow management. Existing literature reveals that key performance indicators of every organisation is influenced by forces in its external environment. The main objective of this study was thus to examine the effect of external factors within an organisation’s environment on the organisation’s cash flow.Random effect model was used to examine the relationship between key external factors organisational cash flow. The paper established that external factors had a significant impact on organisational cash flow. The paper further established that some external factors had some level of significant impact on cash flow. Taken as set, key external factors examined had little influence on variance in organisational cash flow position. Unemployment rate and Gross Domestic Product (GDP) growth rate were found not to have significant influence on organisational cash flow, while consumer price index was found to have a significant positive relationship with organisational cash flow.The paper recommends professionals and scholars in corporate finance management to analyse the effect of external factors on organizational cash flow when developing cash flow strategies.
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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (June 30, 2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.
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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have proven successful for organisations, according to the literature. The review discovered that organisational culture and strategy are interwoven and that organisational strategy starts with a summary of the organization's beliefs, norms, and values. Because both serve the same aim, the study further proved that organisational culture may be viewed as an organisational strategy. The study's findings demonstrate that organisational culture is a distinct organisational growth approach in and of itself. The findings imply that maintaining an organization's culture is a tactic used to outperform rival companies.
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Raghunath, K. Madhu Kishore, and S. L. Tulasi Devi. "Effectiveness of Risk Assessment Models in Business Decisions." International Journal of Sociotechnology and Knowledge Development 10, no. 2 (April 2018): 35–53. http://dx.doi.org/10.4018/ijskd.2018040103.
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Survival being the rationale for every organisation, there are infinite dynamics which contribute to every organisations growth and survival. Weighing in all the dynamics available, if organisations have to contemplate on the one which acts as catalyst for ultimate survival it is business decision making process. Risk is an inherent ailment that exacerbates organisational decision making ever since the dawn of industrialization, with their reach proliferating ever since. In the present article, the authors articulate the effectiveness of risk assessment models on key business decisions to testify how risk models operate in isolation and when combined together. Authors also analyse the significant effect risk models have on business decision, which serves as justification for organisational efficiency.
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Colbran, Richard, Robyn Ramsden, Karen Stagnitti, and Samantha Adams. "Measures to assess the performance of an Australian non-government charitable non-acute health service: A Delphi Survey of Organisational Stakeholders." Health Services Management Research 31, no. 1 (August 17, 2017): 11–20. http://dx.doi.org/10.1177/0951484817725681.
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Organisation performance measurement is relevant for non-profit charitable organisations as they strive for security in an increasingly competitive funding environment. This study aimed to identify the priority measures and indicators of organisational performance of an Australian non-government charitable organisation that delivers non-acute health services. Seventy-seven and 59 participants across nine stakeholder groups responded to a two-staged Delphi technique study of a case study organisation. The stage one questionnaire was developed using information garnered through a detailed review of literature. Data from the first round were aggregated and analysed for the stage two survey. The final data represented a group consensus. Quality of care was ranked the most important of six organisational performance measures. Service user satisfaction was ranked second followed by financial performance, internal processes, employee learning and growth and community engagement. Thirteen priority indicators were determined across the six measures. Consensus was reached on the priority organisational performance measures and indicators. Stakeholders of the case study organisation value evidence-based practice, technical strength of services and service user satisfaction over more commercially orientated indicators.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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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 (September 2006): 217–35. http://dx.doi.org/10.1142/s136391960600148x.
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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.
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Sandhawalia, Birinder Singh, and Darren Dalcher. "The Dynamics of Growth within Global Organisations: Issues, Consequences and Implications." Journal of Information & Knowledge Management 10, no. 02 (June 2011): 123–34. http://dx.doi.org/10.1142/s0219649211002870.
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An ever-accelerating rate of growth is altering the pace of change and making global organisations perform trade-offs in terms of organisational capabilities and quality of output. This paper reports on the empirical findings of a case study conducted at one of the world's largest software organisations and analyses the implications of rapid growth within global organisations. The paper further correlates the findings with the problems and issues confronting the world's largest automobile manufacturer, and establishes that growth needs to be planned to allow organisational capabilities and systems to support rapid expansion. Overall, the research highlights the important lessons learnt from accelerated growth within global organisations, and identifies the areas of future research required to gain a better understanding of the phenomenon.
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Andriani, Made, T. M. A. Ari Samadhi, Joko Siswanto, and Kadarsah Suryadi. "Knowledge management strategy: an organisational development approach." Business Process Management Journal 25, no. 7 (October 14, 2019): 1474–90. http://dx.doi.org/10.1108/bpmj-07-2018-0191.
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Purpose The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution. Design/methodology/approach This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents. Findings Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level. Research limitations/implications Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes. Practical implications Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth. Originality/value The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.
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Chauhan, Harsh, Henrijs Kalkis, and Arnis Sauka. "Intra-Organisational Competition Between Employees Effecting Entrepreneurial Intention for Further Business Growth." Humanities and Social Sciences Latvia 30, no. 1, 2 (December 20, 2022): 38–51. http://dx.doi.org/10.22364/hssl.30.03.
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The rationale behind the chosen title reflects the importance of intra-organisational competition within an organisation between employees, it encourages entrepreneurs to perceive entrepreneurial intentions for further business expansion in relation to need, opportunity and motivation associated with continued entrepreneurship. The Entrepreneurial point of view recognises the contribution made by employees and the spirit of competitiveness ‘to outperform each other’ in terms of productivity and work behaviour. This article highlights the significance of intra-organisational competition on entrepreneurial intentions having a profound effect on the decision making for business growth. Entrepreneurial intentions has been viewed from the intra-organisational competition’s perspective. Previous researches concentrated more on defining entrepreneurship in terms of business feasibility and commercial resource availability. This article emphasises human capital and its behavioural aspect for supporting further business expansion. The Internal social comparison can affect organisational growth, by bridging the literatures of the intra-organisational competition and entrepreneurial intention a proposed framework has been developed. The topic establishes the co-relation between intra-organisational competition and entrepreneurial intentions for continued entrepreneurship. Systematic literature review has been carried out along with the identification of relevant methodology for collecting articles from recognised scientific databases. The conceptual framework is based on the model of entrepreneurship proposed by Davidson, 1991 with major emphasis on Baumann et al. 2018 intra-organisational competition moderated by size, age and experience followed by work behaviour and performance of employees within an organisation. The article found out the relativity between the key factors influencing continued entrepreneurship.
The intra-organisational competition between employees.
Perceived needs, opportunity and motivation for growth.
Overall impact of associated variables on entrepreneurial intentions.
Addressing the competitive spirit of behavioural aspect in consideration to the level and consistency of intra-organisational competition among employees in organisation have motivated entrepreneurs to strive for continued entrepreneurship. The potential factor such as work behaviour, individual contribution and performance can facilitate growth. However, the age and experience of employees plays a pivotal role in continued entrepreneurship. But for instance, in existing business the size of the organization might affect the continued process of entrepreneurial growth. The research is based on the proposed conceptual model and considered few variables associated with entrepreneurial intentions such as perceived need, motivation and opportunity. The theoretical framework considered intra-organisational competition among employees as an internal factor for organization’s growth. The research has excluded other factors of entrepreneurship such as entrepreneurial ability, competencies, mindset, skills, traits etc.
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Babnik, Katarina, Kristijan Breznik, Valerij Dermol, and Nada Trunk Širca. "The mission statement: organisational culture perspective." Industrial Management & Data Systems 114, no. 4 (May 6, 2014): 612–27. http://dx.doi.org/10.1108/imds-10-2013-0455.
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Purpose – The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective. Design/methodology/approach – The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness of underlying mission components. Three interviews with the top managers were performed as well. Findings – The mission statement content analysis identified five associated organisations’ orientations: concern for stakeholders, orientation towards stability, orientation towards cooperation and innovation, and development and growth. The interviews confirm missions’ role in communicating the espoused or declared OC, although different approaches to achieve employees’ commitment to the organisation's mission can be identified in regard to the size of the organisation. Originality/value – The cultural approach to the analysis of mission statements confirms that the mission statements incorporate basic contents of OC. The methodology applied gives new possibilities in the research of OC perspective of strategic statements.
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Katou, Anastasia A. "Transformational leadership and organisational performance." Employee Relations 37, no. 3 (April 7, 2015): 329–53. http://dx.doi.org/10.1108/er-05-2014-0056.
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Purpose – The purpose of this paper is to investigate the serially mediating mechanisms of organisational justice, organisational trust, and employee reactions in the relationship between transformational leadership and organisational performance. Design/methodology/approach – The study is based on a national sample of 133 organisations from the public and private sectors in Greece and on data obtained from 1,250 employees at three hierarchical positions. The statistical method employed is structural equation modelling. Findings – The findings of the study suggest that responsive and supportive transformational leadership behaviour have a positive impact on organisational growth. Additionally, this impact is mediated by organisational procedural justice, organisational trust integrity and dependability, and organisational commitment. Research limitations/implications – The study does not allow for dynamic causal inferences because the data were collected using a questionnaire at a single point in time. Furthermore, the findings of the study may not generalise across borders, because the study was applied in the Greek context, which is experiencing a severe economic and financial crisis. Practical implications – The major message of the study to decision makers and practitioners is that leaders should work at fostering organisational commitment by improving perceptions of fairness and trust, consistent with the context where the organisation is activated. Originality/value – There is hardly any research that has been conducted to examine the serially mediating relationships of justice, trust, and employee reactions using multi-dimensional constructs in investigating the relationship between transformational leadership and organisational performance.
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Malik, Sohail Jehangir, Hina Nazli, and Kashif Abrar. "Solving Organisational Problems with Intranet Technology." Pakistan Development Review 38, no. 4II (December 1, 1999): 1021–36. http://dx.doi.org/10.30541/v38i4iipp.1021-1036.
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Information serves as an essential intermediate input in decision-making for any business process. It is an essential requirement not only for effective and efficient management but also for medium and long term planning. In this era of technological advancement the rapid growth of information flow has contributed significantly in the expansion of business, commercial, industrial, financial, educational and research organisations. Electronic communication provides the ability to overcome many organisational problems. In recent years, an easy and inexpensive access to information through the Internet and e-mail has created an atmosphere of strong competition among organisations. In this competitive environment, the organisations need an efficient, productive and competent internal set-up based on a well-informed workforce. In the absence of effective co-ordination, the expansion of an organisation may result in inter-group conflicts, unhealthy bureaucratic activities, and various complexities in decision-making [Telleen (1996)]. This applies even more to organisations in developing countries such as Pakistan that are in need of efficient ways to improve governance and enhance institutional reforms.
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Waititu, Paul. "Adopting Online Internal Communication within Organisations: An Overview." Jurnal Pengajian Media Malaysia 22, no. 2 (December 1, 2020): 61–75. http://dx.doi.org/10.22452/jpmm.vol22no2.5.
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Due to the rapid growth of digital technologies and the dynamics in the global business milieu, organisational communication has experienced complex changes as organisations become knowledge-based, in a bid to enhance their competitive advantage. Consequently, internal communication has metamorphosed to accommodate emerging online communication tools, platforms and linkages. In response to this, online internal communication is being engrained in the organisational culture and employees are now expected to adopt the same for their interactions. Certainly, the extent of online internal communication in the organisation determines the level of employees’ online interactions, their performance and productivity in this digital era. Consequently, effective adoption of online internal communication (OIC) tools enable organisations to operate more efficiently and successfully in the changing business environment. However, the efficiency of OIC depends how well these organisations are able to manage their employees’ online interactions for information and knowledge sharing and managing relationships. This article highlights the adoption of OIC in organisations and the influence of the new media technologies in enhancing internal communication in the Kenyan context.
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Bateh, Justin, and Stella Sofianopoulou. "Organisational growth through operational change." International Journal of Business Performance Management 20, no. 3 (2019): 278. http://dx.doi.org/10.1504/ijbpm.2019.10023544.
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Bateh, Justin, and Stella Sofianopoulou. "Organisational growth through operational change." International Journal of Business Performance Management 20, no. 3 (2019): 278. http://dx.doi.org/10.1504/ijbpm.2019.102026.
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Tam, Steven, and David E. Gray. "Organisational learning and the organisational life cycle." European Journal of Training and Development 40, no. 1 (January 4, 2016): 2–20. http://dx.doi.org/10.1108/ejtd-07-2015-0052.
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Purpose – The purpose of this study is to relate the practice of organisational learning in small- and medium-sized enterprises (SMEs) to the organisational life cycle (OLC), contextualising the differential aspects of an integrated relationship between them. Design/methodology/approach – It is a mixed-method study with two consecutive phases. In Phase I, 30 Hong Kong SMEs identified through theoretical sampling were classified into three life-cycle stages – inception, high growth and maturity. In Phase II, their employees’ learning practices (grouped by learning levels) were statistically compared using the analysis of variance and then followed up for confirmation with qualitative semi-structured interviews. Findings – This study uniquely suggests the nature of a relationship between SME organisational learning and the OLC. Empirical results show that three of the four learning levels (individual, group, organisational and inter-organisational) practised in SMEs are varied in importance between life-cycle stages. Research limitations/implications – Comparative studies are encouraged in other parts of the world to strengthen the findings – with either SMEs or large organisations. Practical implications – The study informs SME owner/managers about what is important for employee learning at different business stages so that appropriate learning strategies or human resource development policies can be formulated in a timely fashion to promote competitiveness. Originality/value – It is among the first studies to connect SME learning with organisational growth. The relationships found serve as a sound foundation for further empirical investigations.
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Mokhtar, Ridwan, Sylvia Nabila Azwa Ambad, Sharifah Nurafizah Syed Annuar, and Nelson Lajuni. "Perceived Organisational Support and Organisational Commitment among Oil and Gas Offshore Employees in Malaysia." International Journal of Human Resource Studies 10, no. 4 (November 4, 2020): 168. http://dx.doi.org/10.5296/ijhrs.v10i4.17914.
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With the fast growth of business and rapid changes in the economic landscape, organisational commitment remains an important subject to be discussed in any part of an organisation. Thus, the present study examines the effects of perceived organisational support on organisational commitment among offshore employees in Malaysia. A study was conducted by distributing online questionnaire via Google Forms among offshore employees. A total of 246 completed responses were collected, and data collected were then analysed using PLS-SEM 3.3.2. The outcomes suggest that all dimensions of perceived organisational support have a significant relationship towards organisational commitment among offshore employees in Malaysia, except for supervisor support.
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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 technological factors that affect knowledge sharing and puts forward interventions that can improve the culture of knowledge sharing in an organisation. The research also revealed that although organisations put much emphasis on the development of a technological infrastructure as a means to develop their knowledge management, it is the organisational and individual factors that may prove to be more important in improving organisational knowledge management. This research has a theoretical contribution for the generalisability of existing knowledge sharing theory across different socioeconomic contexts, in particular in Ethiopia.
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Scheck, Barbara, Eva Lutz, and Arne Bergfeld. "Social franchising: a transitional solution for organisational growth of social entrepreneurial organisations." International Journal of Entrepreneurial Venturing 12, no. 1 (2020): 17. http://dx.doi.org/10.1504/ijev.2020.10026814.
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Bergfeld, Arne, Eva Lutz, and Barbara Scheck. "Social franchising: a transitional solution for organisational growth of social entrepreneurial organisations." International Journal of Entrepreneurial Venturing 12, no. 1 (2020): 17. http://dx.doi.org/10.1504/ijev.2020.105136.
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Ganesan, Jaya, Lee Kar Mun, and Kavitha Raman. "Determinants of Organisational Commitment Among Generation -Y in the Malaysian SMEs." Modern Applied Science 11, no. 12 (November 21, 2017): 48. http://dx.doi.org/10.5539/mas.v11n12p48.
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It is evident from research that Generation-Y constitutes a large proportion in the work force across the globe and hence it is a great challenge to organisations to attract and retain their Gen-Y employees. Various studies have highlighted that the knowledge of organisational commitment is crucial to organisations in developing their long-term performance and growth. This study aims to explore the determinants of organisational commitment among the Generation-Y who are employed in Malaysian SMEs (Johor Baharu, Selangor and KualaLumpur). The data was collected from 200 Gen-Y employees. Variables such as pay and benefits, training, leadership style, organisational culture and job satisfaction using multiple regression revealed that all variables had significant relationship with organisational commitment. Theoretical and practical implications are discussed based on the findings. The study also highlighted recommendations for future research.
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Fontannaz, S., and H. Oosthuizen. "The development of a conceptual framework to guide sustainable organisational performance." South African Journal of Business Management 38, no. 4 (December 31, 2007): 9–19. http://dx.doi.org/10.4102/sajbm.v38i4.590.
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The emergence of the networked economy implies that traditional management approaches no longer suffice in addressing the challenge of complexity. This is compounded by the existence of divergent approaches to determining organisational performance in both management practice and academia, resulting in an execution gap occurring between strategy formulation and results.This article contributes to an understanding of organisational performance by integrating the divergent approaches to determining organisational performance into the Performance ‘ESP’ framework. This provides a conceptual framework to guide organisational development. The research to validate the framework includes a grounded theory approach, comprising a meta-analytical study of existing research, in-depth qualitative interviews and the pilot testing of the Performance ESP Index, which provides a composite measure of the multi-faceted stakeholder view of organisational performance.The research concludes that organisational performance resides in an organisation’s ability to integrate the divergent approaches, to create an execution culture with the necessary dynamic capabilities for sustainable organisational performance in addressing the challenge of complexity. There needs to be diversity in executive abilities at board level to ensure the integration of strategy and people to create the execution culture. Furthermore, leadership should focus on the strategic fusion of strategy and people, whilst management should focus on developing the strategic paradigm throughout the organisation to ensure an execution culture.The Performance ESP framework provides a diagnostic tool to assess the existence of an execution culture to address the challenge of complexity. The purpose of the assessment tool is to complement the financial metrics of profitability, to ensure a balance between short term profitability and growth for sustainable organisational performance.Further research is required to confirm the reliability of the Performance ESP index as the initial pilot study, whilst indicative of the potential of the instrument, did not provide conclusive evidence of reliability.
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Parikh, Indira J. "Executive Education in India: Current and Future Directions for HR Professionals." NHRD Network Journal 12, no. 1 (January 2019): 57–63. http://dx.doi.org/10.1177/2631454119829656.
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Executive development is imperative to organisational development and design. As organisations witness transformations in the internal and external environments, there is a need to equip executives with relevant skills, perspectives and competencies. The education provided by business schools may help to a limited extent for here and now. Rapid changes in the environment render earlier learning obsolete. Thus, a broad-based programme that encompasses skills, knowledge, perspectives and experiential components helps individuals in their organisational journeys and growth. It starts with settling in (through induction). It further proceeds to gaining a broader outlook over general and functional roles and knowledge. The trajectory further enables individuals explore leadership maps and definitions of the systems, structures and processes that they are a part of. Along with the central key functions, it has also become essential to comprehend the fact that our organisational roles interact with our social roles, mainly within the family and the larger context. This article also is an attempt to understand how management institutes, in-company training programmes and open programmes can facilitate in designing programmes to execute the same by including growth at different stages of personal, social and workspaces. From time to time, it is important to reflect, renew and take initiatives for the renewal and regeneration of the self, collectivity and the organisation.
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Pundziene, Asta, and Juozas Granskas. "Organisational Growth: Planned or Emergent Change." International Journal of Knowledge, Culture, and Change Management: Annual Review 5, no. 8 (2006): 1–8. http://dx.doi.org/10.18848/1447-9524/cgp/v05i08/50225.
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Semaan, Jalal, Jason Underwood, and Jason Hyde. "An Investigation of Work-Based Education and Training Needs for Effective BIM Adoption and Implementation: An Organisational Upskilling Model." Applied Sciences 11, no. 18 (September 17, 2021): 8646. http://dx.doi.org/10.3390/app11188646.
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Research reveals that organisations in general are keen to provide their staff with the support needed to boost their competency in BIM and subsequently leverage the effectiveness of its implementation. However, employers need a decision-making tool to make better informed investments in specific work-based education and training that addresses the immediate upskilling needs of their employees. Therefore, the aim of this research project is to investigate the significance of Work-Based Education and Training (WBET) needs through the development of an Organisational Upskilling Model (OUM). A comprehensive literature review retrieved 25 hypotheses that were tested for significance from a questionnaire survey completed by 73 AEC professionals working for a large-scale UK engineering consultancy. Based on the current expert sample, the study revealed a holistic inter-organisational agreement that technology training is in high demand. Whereas, the organisational body of knowledge needs only to be better publicised, as employees were unaware of its immediate availability. OUM proved that the most influential variables to BIM Uptake were Attitude (R2 = 0.569 & Q2 = 0.395), User Competency (R2 = 0.523 & Q2 = 0.369), and Organisational Support (R2 = 0.400 & Q2 = 0.233). Informed by their in-house culture, OUM enabled the sponsoring engineering consultant to predict immediate WBET upskilling needs and plan for the required capital investment. However, ‘OUM’ may be applied by any BIM-adopting organisation seeking WBET informed decision-making assistance for better upskilling, continuous improvement, organisational learning, and ultimately business growth.
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Moore, Sian, Steve Jefferys, and Pierre Cours-Salies. "Why do Europe's unions find it difficult to organise in small firms?" Transfer: European Review of Labour and Research 13, no. 1 (February 2007): 115–30. http://dx.doi.org/10.1177/102425890701300110.
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This article explores the barriers to union membership and organisation at workplace level in SMEs across Europe. It shows that the nature of social relations in SMEs makes the articulation of grievances a high risk strategy for workers and militates against the identification of collective interests as a basis for organisation. However, SMEs are dynamic organisations and organisational change can alter the conditions for representation. The article highlights the key importance of ‘pro-voice’ workers, with a collective frame of reference, for unionisation at workplace level. The general absence of such workers in SMEs compounds the problems faced by unions in addressing union renewal in the growth areas of the EU economy
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Srinivasan, Vasanthi. "Understanding the Human Resource Challenges in Not-for-profit Organisations from a Lifecycle Perspective." Journal of Health Management 9, no. 2 (May 2007): 189–99. http://dx.doi.org/10.1177/097206340700900203.
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In the last two decades not-for-profit organisations in emerging countries like India have witnessed a phenomenal growth. This growth has been managed through a variety of organisational forms and structures. The complexity arises because the basic structure of the NGOs is a project organisation. Most Indian NGOs are externally funded and this funding is often provided only for a project. The projects are expected to deliver a set of activities and are necessarily short term in nature. An NGO often executes multiple projects simultaneously. As a consequence of this, the project tends to gain prominence compared to the organisation. The vital question that many NGOs have to engage with is: are we an organisation or are we a set of projects? An organisation by its very definition exists in perpetuity, while the life of a project is often specified and limited. This article will explore the challenges that NGOs face in their lifecycle of growth—evolving from a single project-based entity into a vision-led professional entity. The lifecycle view of organisations proposed by Greiner (1998) postulates that they move through five stages of development, and each stage is accompanied by a period of crisis. The article will present each of the five stages and the crises, and the resulting implications for organisations in terms of their vision, structure, strategies and human resource practices. The focus of the article will be on understanding the appropriate human resource strategies and practices that NGOs will have to engage with in the various stages of growth.
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Patro, Chandra Sekhar. "A Study on Adoption of Employee Welfare Schemes in Industrial and Service Organisations." International Journal of Service Science, Management, Engineering, and Technology 7, no. 2 (April 2016): 16–33. http://dx.doi.org/10.4018/ijssmet.2016040102.
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During the past few years practicing employee welfare schemes has become a key factor for the overall growth and development of any organisation. Organizations provide welfare facilities to their employees to keep their motivation levels high. Employees' welfare is essential for any organisation, as they shed the blood for achieving the objectives and goals of the organisation. The welfare schemes improve the organisational relations and also enhance the productivity of the employees. The main aim of implementing the welfare measures in any organisation is to secure the labour force by providing proper working conditions and minimizing its hazardous effect on the life of the employees and their family members. A study was undertaken to know the various welfare schemes adopted by the industrial and service organisations and its influence on the employee's productivity in both public and private sectors.
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ZUURMOND, ARRE. "Organisational Transformation Through the Internet." Journal of Public Policy 25, no. 1 (February 2, 2005): 133–48. http://dx.doi.org/10.1017/s0143814x05000231.
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In this article we show that organisational structures are changing fundamentally. This change is caused by the growing use of ICT and the scope of services they now cover. Since public administrations face higher demands from citizens and society – higher level of services, lower costs of service production – the ICT and internet are used to redesign, not only the service delivery process, but also the organisational structure of the organisations involved. In this article we introduce some benchmarks that show the growth path in this transformation and the use and scope of ICT, and we present a case study to illustrate changes in depth. We also try to analyse these changes, using classical literature from organisational sociology. Amendments to the work of Joan Woodward and Max Weber are proposed to deliver extra heuristic power to understand recent developments in organisational change.
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Kumar, A. Sumanth. "Aspect of Improved Scalability and Growth Potential in Virtual Organisation." Technoarete Journal on Advances in E-Commerce and E-Business (TJAEE) 1, no. 1 (February 15, 2022): 1–5. http://dx.doi.org/10.36647/tjaee/01.01.a001.
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The researcher has discussed the aspect of scalability and growth potential improvement for the virtual organisation. The organisation has used various types of technology such as information and communication technology, artificial intelligence and others to show how the technologies have affected scalability and growth potential for the virtual organisation. The researcher has also shown factors such as communication skills, work ethics differences, usage of various technology through the market's demand and others that are highly effective in the virtual organisation. The findings and discussion emphasises on corporate entrepreneurship along with innovation incurred through ICT where many managers have agreed that scalability and organisational performance can be improved through ICT innovation. Keyword : Scalability and growth potential, Technology, virtual organisation. Information and communication technology
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Cletus, Helen Eboh. "Evaluation of the Conceptual Theories, Elements, and Processes of Knowledge Management in Modern Day Organisations." HOLISTICA – Journal of Business and Public Administration 10, no. 1 (April 1, 2019): 37–54. http://dx.doi.org/10.2478/hjbpa-2019-0004.
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Abstract The objective of this paper is to evaluate the conceptual theories, elements, strategies along with the prospects and challenges of knowledge management (KM). The findings indicated that KM is a complex yet important process that requires organisations to create, process, disseminate and apply of knowledge. The findings also revealed knowledge is one of the most valuable resources of any organization. Therefore, effective KM is critical to the growth, performance, and survival of organisations. Furthermore, the many definitions of KM serve as a theoretical framework and empirical basis for multidisciplinary applications and prospects for organisations. Furthermore, the proper adoption and implementation of KM provides a systematic management approach for organisations to create, store, disseminate and apply knowledge critical to organizational performance and decision-making processes. Furthermore, KM can minimize the time, operational costs and material losses during product design, lifecycle, and quality assurance. Despite its merits, KM has numerous challenges. Most notable is the lack of an acceptable definition and understanding of KM concepts and practices. This can result in poor adoption and implementation thereby affecting sustainable organisational growth and development. Therefore, the paper concludes that KM adoption and implementation is critical to organisational goals, growth and performance.
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Frezatti, Fábio, David B. Carter, and Marcelo F.G. Barroso. "Accounting without accounting." Accounting, Auditing & Accountability Journal 27, no. 3 (February 26, 2014): 426–64. http://dx.doi.org/10.1108/aaaj-01-2012-00927.
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Purpose – An effective management accounting information system (MAIS), as well as the accounting discourse related to it, can support, facilitate, enable, and constrain diverse business discourses. This paper aims to examine the discursive and organisational effects of an organisation accounting upon absent accounting artefacts, i.e. accounting without accounting. Situated within the discursive literature, this paper examines the construction of competing articulations of the organisation by focusing on what accounting does or does not do within an organisation. In particular, the paper acknowledges the fundamental importance of the accounting discourse in supporting, facilitating, enabling, and constraining competing organisational discourses, as it illustrates how the absence of accounting centralises power within the organisation. Design/methodology/approach – From a rhetorical, discursive perspective, the authors develop an in-depth qualitative case study in a manufacturing organisation where MAIS has been abandoned for approximately two years. Interpretive research approaches, from a post-structural perspective, provided the base for the structure of the research. The authors studied how other organisational discourses (such as entrepreneurship and growth), which are traditionally constructed with reference to accounting and other artefacts, continued to be produced and sustained. The non-use and non-availability of management accounting information created a vacuum that needed to be filled. The lack of discursive counterpoints and counter-evidence provided by MAIS created a vacuum of information, allowing powerful, proxy discourses to prevail in the organisation, increasing risks to business management. Findings – The absence of MAIS to support an accounting discourse requires that contingent discourses “fill in the discursive gap”. Despite appearances, they are no substitute for the accounting discourse. Thus, over time, the entrepreneurial, growth and partners' discourses lose credibility, without the corresponding use of management accounting information and its associated discourse. Originality/value – There are at least two main contributions from the case study and the findings presented in this paper: first, they provide a new perspective for studying MAIS, as a specific organisational discourse among other discourses that shape people relationship within the organisation as an examination of accounting without accounting. Second, this discussion reinforces the relevance of accounting discourse for other organisational discourses, supporting, facilitating, enabling, and constraining them, by demonstrating the effects of its absence.
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Maduka, Nnamdi Stanley, Helen Edwards, David Greenwood, Allan Osborne, and Solomon Olusola Babatunde. "Analysis of competencies for effective virtual team leadership in building successful organisations." Benchmarking: An International Journal 25, no. 2 (March 5, 2018): 696–712. http://dx.doi.org/10.1108/bij-08-2016-0124.
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Purpose Global competition and advances in technology have enhanced the growing trend of virtual teams in order to execute business strategies. Thus, understanding the competencies needed for virtual leadership effectiveness is essential and vital to organisational success. The purpose of this paper is to identify and analyse the required competencies for virtual team leadership and its effectiveness in an organisation. Design/methodology/approach The study adopted case study methodology to undertake an exploratory study of a manufacturing organisation. Using a questionnaire that was designed following a focussed literature review to identify the specific virtual leadership competencies, structured interviews were conducted face-to-face with 14 respondents from two major virtual team groups. The interviews were designed to elucidate the opinions and perceptions of virtual team members with respect to selected characteristics of their virtual team leaders (VTLs). The responses obtained were analysed using descriptive statistics and thematic analysis. Findings The study identified the competencies required for effective leadership in virtual teams in order to achieve the organisational project success. The performance of the two VTLs in the organisation was then assessed in the light of these identified competencies. The study also identified transformational leaders as important to be considered when selecting VTLs because they are known to achieve high-performing team. However, the study found that considering the virtual leadership competencies, the two VTLs were found to have not, on the whole, performed well because they are lacking in some of the leadership competencies required for effective leadership in a virtual team and this has led to their organisation not achieving the required success in virtual teams. Practical implications The study has implications for organisations’ virtual team project leaders. The identification of specific leadership competencies for virtual team leadership will enable organisations to be more informed when looking for effective leaders in their virtual teams in order to achieve high-performing virtual teams, which will lead to organisational growth and success. The study is expected to enhance the success rate of any typical organisation using virtual teams. Originality/value The study would be highly beneficial to both the potential and current stakeholder organisations considering virtual teams to execute business strategies. This study has also added to the body of knowledge by further exploring the leadership competencies needed for virtual teams.
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Spagnoli, Paola, Alessandro Lo Presti, and Carmela Buono. "The “dark side” of organisational career growth." International Journal of Manpower 41, no. 2 (November 11, 2019): 152–67. http://dx.doi.org/10.1108/ijm-05-2018-0145.
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Purpose The purpose of this paper is to investigate the role of organisational career growth (OCG) in the process linking organisational work–family support and work–family conflict. Design/methodology/approach Since previous contributions reported theoretical and empirical evidence of possible gender differences in this process, a moderated mediation model was examined including gender as moderating variable of both direct and indirect effects. Conditional process analysis was used to test the hypotheses on a sample of 507 Italian employees who were also parents. Findings Results showed a significant mediation effect of OCG in the relationship between organisational work–family support and work–family conflict. Furthermore, evidence of a moderated effect of gender was found in the way that the negative direct effect of organisational work–family support on work–family conflict was stronger among women, whereas the direct effect of OCG on work–family conflict was significant only for men. Originality/value This is the first study addressing the possible negative effect of OCG on a specific target of employees.
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Minnery, John. "Inter-organisational approaches to regional growth management." Town Planning Review 72, no. 1 (January 2001): 25–44. http://dx.doi.org/10.3828/tpr.2001.72.1.25.
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Breznik, Kristijan, Kris Law, and Mitja Gorenak. "Hotel Branding Exposed: a Content Analysis of Related Organisational Values." Organizacija 54, no. 3 (August 1, 2021): 180–91. http://dx.doi.org/10.2478/orga-2021-0012.
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Abstract Background/Purpose: This paper explores how organisational values can help to understand the interlinks of hotel brands and their hotel rating. The study assumes that the importance of organisational values in the service sector represents one of the key components of both growth and development of an organisation. Methods: Conceptual content analysis was used on the dataset of organisational values found on websites of the top 100 European hotel brands. Advanced network analytic procedures were applied to identify clustered dimensions of organisational values among various hotel brands. Results: Results identified shared organisational values among hotel brands clustered into four predominant dimensions: entrepreneurial, stakeholders, moral, and tradition. The study confirmed wide content variability of organisational values within the hotel brand industry. Conclusion: The cluster analysis identified clusters of the most important words from values statements, concluding that hotel brands highly value “entrepreneurial” and “ethical” clusters. The island analysis approach on hotel brands’ level also reveals that organisational values in this sector are determined by many factors, including the scale and market positioning. Our study provides theoretical and practical implications to hotel brand strategists in order to better understand their current and desired sector position.
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S, Parimala, and Judu Ilavarasu. "Self-determination Theory and Indian Wisdom." NHRD Network Journal 15, no. 4 (October 2022): 438–45. http://dx.doi.org/10.1177/26314541221123103.
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Self-determination theory (SDT) has become a prominent motivational theory. It suggests the existence of three fundamental psychological needs: autonomy, competence and relatedness. When these three needs are pursued and met to varying degrees, the motivation will be self-sustaining and the resulting behavioural change will be long-lasting. This is essential for the growth and sustenance of the organisation. We attempted to discuss the role of SDT in organisational behaviour and to present a few concepts of Indian philosophy, such as karma yoga, bhakti yoga and jnana yoga, that are pertinent to the practical implementation of SDT in organisational settings. We contend that combining SDT with these Indian thoughts can result in a harmonious, self-sustaining organisational system.
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McEwan, Alexandra B., Komla Tsey, Janya McCalman, and Helen J. Travers. "Empowerment and change management in Aboriginal organisations: a case study." Australian Health Review 34, no. 3 (2010): 360. http://dx.doi.org/10.1071/ah08696.
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The social organisation of work, management styles and social relationships in the workplace all matter for health. It is now well recognised that people who have control over their work have better health and that stress in the workplace increases the level of disease. In the context of organisational change, the potential benefits of empowerment strategies are two-fold: a positive impact on the organisation’s effectiveness and enhancements in staff health, wellbeing and sense of control. This case study describes the University of Queensland Empowerment Research Program’s experience working with the Apunipima Cape York Health Council in a change management process. Participatory action research and empowerment strategies were utilised to facilitate shifts in work culture and group cohesion towards achieving Apunipima’s vision of being an effective lead agency for Indigenous health reform in Cape York. As part of the project, staff morale and confidence were monitored using a pictorial tool, Change Curve, which outlined the phases of organisational change. The project findings indicated that organisational change did not follow a clear linear trajectory. In some ways the dynamics mapped over a period of 18 months mirror the type of struggles individuals commonly encounter as a part of personal growth and development. In this case, one of the factors which influenced the program’s success was the willingness of executive employees to actively support and participate in the change management process. What is known about the topic? The pivotal role of community controlled organisations in the development of community based services and policy issues affecting Aboriginal and Torres Strait Islander Australians is well recognised. The presence and activities of these organisations reflects and contributes to community empowerment and self determination. Although it is possible to observe the effects of these organisations in communities, less attention has been given to empowerment as a concept to be utilised internally and as a resource to support wellbeing in the workplace. What does this paper add?In Australia, empowerment strategies are now accepted as an effective approach to health promotion and community development initiatives. This paper adds to this body of knowledge by considering the concept within the context of organisations in which an Indigenous worldview forms the foundation for action. What are the implications for practitioners?This article provides some preliminary insights into the how the concept of empowerment might be instigated in community controlled organisations. It also identifies some of the likely challenges and methodological issues to be considered in designing change management strategies in this context.
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Vu, Hieu Minh. "Employee empowerment and empowering leadership: A literature review." Technium: Romanian Journal of Applied Sciences and Technology 2, no. 7 (September 14, 2020): 20–28. http://dx.doi.org/10.47577/technium.v2i7.1653.
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Empowerment fosters employee’s creativity, quality of work-life, spirit of teamwork and organisational effectiveness. organisations do not only need to empower employees but should also encourage empowering leadership. Empowering leadership connotes the sharing of power and motivating employees to crave for superior performance. This paper focuses on literature in the employee empowerment and empowering leadership contexts. Considering the role people play in organisations, it is important to understand the impact of employee empowerment and empowering leadership on organisational outcomes. The author used historical data and findings from previous studies to draw insight on the subject. Based on our review, it was observed that employee empowerment fosters employee performance, job satisfaction, organisational commitment, customer satisfaction, productivity and business growth. Empowering leadership have been examined from the structural and motivational theoretical perspective. Several studies lend credence to the positive influence of empowering leadership on employees’ psychological empowerment. The author proposed some recommendations for managers to implement
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Rimkunienė, Dalia, and Virgilija Zinkeviciute. "SOCIAL MEDIA IN COMMUNICATION OF TEMPORARY ORGANISATIONS: ROLE, NEEDS, STRATEGIC PERSPECTIVE." Journal of Business Economics and Management 15, no. 5 (September 2, 2014): 899–914. http://dx.doi.org/10.3846/16111699.2014.938360.
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Expansion of ”projectisation“ culture worldwide, ”internalization“ of projects and the inevitable growth of social media use globally calls for systematic and deeper insights from the strategic management viewpoint. Projects are defined as temporary organisations within various organisational bodies. In terms of the strategic management, temporary organisations are viewed as unique structural networking bodies that are anticipated to have their own strategy and management approach to meet project-based needs. Effective ”project communication“ plays a strategic role and can be an important enabler of social capital gains for organisations. Social media, as a new age phenomenon, are claimed to be the powerful mechanism that opens vast opportunities for collaborative communication. Their application in terms of temporary organisation is still underinvestigated area that lacks a researchers' attention. The aim of this research is to explore the potential of social media use in temporary organisations. The research study indicates that social media have a large potential for enhancing collaborative initiatives and collecting evidence for the strategic planning.
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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 shop-floor employees from 72 small and medium-sized manufacturing and service organisations. Findings The paper tests a model that sheds insight into the linkages between the organisational context, employee ambidexterity and employee engagement. Specifically, the model portrays significant relationships that exist between organisational context, employee ambidexterity and employee engagement. The results show that understanding the appropriate organisational contexts improves employee ambidexterity. Therefore, SMEs with the appropriate organisational contexts for employee ambidexterity and employee engagement will increase their potential for growth and survival. Originality/value The paper develops a conceptual model of the organisational context that improves employee ambidexterity and employee engagement.
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Barrio, Astrid, Sonia Alonso Sáenz de Oger, and Bonnie N. Field. "VOX Spain: The Organisational Challenges of a New Radical Right Party." Politics and Governance 9, no. 4 (November 24, 2021): 240–51. http://dx.doi.org/10.17645/pag.v9i4.4396.
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This article examines the organisation of VOX, a new radical right party in Spain. It shows that the party has taken early and uneven steps to build a mass organisation and initially opted for open membership recruitment with participatory organisational elements. Also, the party’s rapid growth and quick entrance into political institutions at different state levels led the party leadership to establish more centralised control and limit members’ prerogatives, though recruitment continued. Centralisation in part responds to organisational needs given the party’s quickly acquired political relevance, but also to the desire of the central party leadership to forestall the articulation of territorial interests, or prevent them from escaping their control. Today, VOX exhibits elements of mass party organisation and highly centralised decision-making in the hands of national party leaders.
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Matkó, Andrea Emese, and Csaba Berde. "Relationships between competitiveness in the Northern Great Plain and the organisational culture of local authorities." Applied Studies in Agribusiness and Commerce 6, no. 5 (December 31, 2012): 13–20. http://dx.doi.org/10.19041/apstract/2012/5/2.
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One of the five basic factors in the Lengyel-type pyramid model – institutions and social capital – is essential in the economic growth of the region. Economic success however, does not only depend on participants in the economy, but on social factors such as the roles played by local authorities, including their functions, operation and organisational culture, all of which are crucial factors. Based on the results obtained regarding organisational culture it can be stated that performance orientation, dominant motivation based on calculated risk, forward planning and regular feedback are expected values at local authorities in all three counties. All local authorities emphasise the importance of the need for forecasting. Respondents find it important that organisations encourage and reward individual action and contributions as expected values. The degree of human orientation expected by local authorities reflects the fact that respect for colleagues and attention to their well-being should be at the highest level. Reinforcing these organisational culture values (dimensions) is the basis for the efficient and successful operation of organisations (local authorities). The study examines the organisational culture of local authorities in the Northern Great Plain, looking for any relationships it might have with the competitiveness of the region. This study is an element of the wider research into organisational culture. We used the GLOBE (Global Leadership and Organisational Behaviour Effectiveness) survey, which had been successfully applied in the research programme In Competition with the World at the Corvinus University of Budapest. Koopman, Den Hartog, Konrad et al. (1999) examined the culture variables of 21 European countries in organisations. Based on Hungarian and international literature it can be stated that a similar survey of local authorities has not yet been conducted.
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Mahmood, Talat. "Survival of Newly Founded Businesses: The Post-Entry Performance." Pakistan Development Review 37, no. 4II (December 1, 1998): 577–94. http://dx.doi.org/10.30541/v37i4iipp.577-594.
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A number of studies have been undertaken on industry dynamics or about the process by which new firms either survive and grow, or else exit from the industry. A new literature has emerged in the last few years, which focuses on the question, what happens to new firms subsequent to their entry?, both in terms of their likelihood of survival and their growth patterns. Most of the studies use a theory of organisational ecology by Hannan and Freeman (1989), which emphasises organisational characteristics and environmental conditions; particularly the number of employees and invested capital. In addition, the theory offers a comprehensive set of factors that influence the hazard rate of newly founded business organisations. In particular, this theory deals with the evolutionary process within or between populations of organisations observed over long periods of time [see also Singh and Lumsden (1990)]. Originally, Stinchcombe (1965) directed the attention of organisational theorists, based on a hypothesis of a "liability of newness", to the age-dependent decline in organisational death rates. A number of studies [Freeman, Carroll, and Hannan (1983)] found that the organisational death risk declines monotonically with age. Later, BrUderl and SchUssler (1990) also empirically tested the Stinchcombe's "liability of newness" hypothesis and showed that it is not a good representation of the mortality (hazard) of business organisations. Organisational ecologists often discuss the "liability of smallness" in connection with the liability of newness [Aldrich and Auster (1986); Briiderl and SchUssler (1990); Audretsch and Mahmood (1994)]. The assumption is that large new businesses have better survival prospects than small new businesses. Initial size may be measured in terms of either the amount of financial capital or the number employed at the time of founding.
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Pasieczny, Jacek. "Organisational Pathologies Under Conditions of Economic Downswing." Economics and Culture 14, no. 1 (June 27, 2017): 21–30. http://dx.doi.org/10.1515/jec-2017-0002.
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AbstractThe topic of organisational pathology is surprisingly absent in literature on management, especially when bearing in mind the theoretical and practical import of such questions. The intention of the author is to fill in this gap, at least partially. The paper is based on an analysis of literature and an empirical research conducted by the author. The research applied partially structured interviews as its method. These interviews were conducted with entrepreneurs and managers of various levels. They made possible the drawing of conclusions relating to conditions behind the genesis and growth of selected organisational pathologies in a situation of economic downswing. The article briefly presents the concept and influence of pathology on the functioning of an organisation. The author concentrates on the causes of the phenomenon and presents them from various perspectives. It is during times of economic downswing that an increase in unethical behaviour, including corruption, mobbing as well as others, becomes particularly visible. Also noticeable is concentrating on limiting costs, which can sometimes reach pathological scale. This can lead to a permanent loss of pro-development potential by the organisation. Moreover, numerous pathological phenomena emerge at the tangent point of the organisation and its surroundings. The source of many undesirable phenomena in the organisation and in its relations with its surroundings is a fall in trust, which makes its appearance in crisis situations. More often than not, managers facing a situation in which they have no choice perpetuate organisational pathologies, whilst, at the same time, being aware of the lack of validity of their actions. However, a more frequent source of problems is the differences in perspective in perceiving organisational phenomena by various actors and stakeholders.
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Oades, Lindsay G., Trevor P. Crowe, and Melanie Nguyen. "Leadership coaching transforming mental health systems from the inside out: The Collaborative Recovery Model as person-centred strengths based coaching psychology." International Coaching Psychology Review 4, no. 1 (March 2009): 25–36. http://dx.doi.org/10.53841/bpsicpr.2009.4.1.25.
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Mental health service provision is being transformed by a call for ‘recovery oriented care’. Rather than the traditional medical meaning of cure, the term ‘recovery’ refers to the personal and transformational process of patients living with mental illness, moving towards a preferred identity and a life of meaning – a framework where growth is possible, and the fixed mindsets around diagnoses such as schizophrenia are challenged. At an organisational level, however, organisations and their service providers have typically operated on a framework that is fixed in terms of the potentialities of the mental health patients. This paper describes the ongoing transformation of a large tertiary inpatient mental health unit in Ontario, Canada, through a parallel staff and patient implementation of a person-centred strengths based coaching framework, known as the Collaborative Recovery Model (CRM). Consistent with developments in positive psychology, the model focuses on strengths and values, goals and actions, within a coaching framework, with an emphasis on the alliance between staff and patient, and the growth potential of the patient. By using the principles of coaching psychology, mental health staff members are leading change in the organisation by personal use of the principles and practices that they are also using to coach patients. The leadership and organisational change challenges are described and future directions are discussed.
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EBAREFIMIA, UDEGBE, SCHOLASTICA, AFOBUNOR, S.A.N, and UDEGBE, MAURICE INIEDEGBOR. "EXPLORING THE RELATIONSHIP AMONG ORGANISATIONAL CULTURE, CUSTOMER SATISFACTION AND PERFORMANCE IN MULTINATIONAL CORPORATIONS IN NIGERIA." Australian Journal of Business and Management Research 01, no. 11 (June 22, 2012): 50–58. http://dx.doi.org/10.52283/nswrca.ajbmr.20120111a06.
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This study explores the moderating role of National culture and organisational characteristics in the relationship between organisational cultural values and organisational performance in multinational corporations in Nigeria. It is suggested that the relationship between specific organisational values and organisational performance (i.e. Customer satisfaction and business performance) should vary across National cultures. Likewise, it is anticipated that the relationship between specific organisational cultural values and organisational performance are likely to be greater when the cultural values of organizations are consistent with those of the host country’s technology, economic, political and growth characteristics. Repeatedly, it would be interesting to discover if foreign firms (such as MNCs) tend to maintain the organisational culture of their home countries, if MNCs in Nigeria are incapable of adopting vastly different cultural system, because of differences in values, and if national culture moderates the organisational culture and outcome relationship; and most especially if organisational culture will depend on the national culture. Data for the study was obtained with the aid of questionnaire, seven copies of which were administered in each of the 100 MNCs that served as sample. The selected 100 MNCs were stratified into categories of service, manufacturing and others while the respondents were conveniently selected. Data were generated from the 600 useable questionnaires returned. The response rate was 86%. The data were analysed using descriptive statistics and t- test analysis. The research instrument showed high reliability and validity. Majorly, the study found that culture influences work practices, culture has a profound impact on the way customer perceive the organisation, MNCs in Nigeria tend to maintain the same organisational culture of their home country, and that there is a relationship between organisational culture, customer satisfaction and organisational performance. The study suggests further studies from a market intelligence perspective.
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Kolobov, A. V. "STRATEGIES OF BUSINESS UNITS OF DIVERSIFIED INDUSTRIAL COMPANIES AT DIFFERENT STAGES OF THE LIFE CYCLE." Strategic decisions and risk management 13, no. 4 (February 16, 2023): 312–25. http://dx.doi.org/10.17747/2618-947x-2022-4-312-325.
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The paper considers the models of organisational development of multidisciplinary companies and their business units. It is shown that the existing models need to be supplemented with two enlarged managerial competencies – management of incremental (modification) innovations and management of radical innovations. The proposed model of a business unit assumes that their development is structured as a progressive passage of the organisation through the stages of housing and communal services by developing the necessary managerial competencies for the next stage. The developed general models are used to form models of organisational development of the “Severgroup” multidisciplinary corporation and its business units. The strategic portfolio of business units, its parameters and position within the framework of the matrix of housing and communal services of the industry are determined. The result of the study was the formulation of two strategies – “growth to the core” and “growth to the peak”. Models of organisational development of the corporation (changes in the composition and characteristics of the portfolio of business units) and models of transfer of managerial competencies have been developed for each strategy.
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Beverland, Mike, and Lawrence S. Lockshin. "Growth Models in the New Zealand Wine Industry: Some Case Study Evidence." Journal of Management & Organization 7, no. 2 (2001): 20–29. http://dx.doi.org/10.1017/s1833367200005186.
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AbstractOne of the most dominant models for explaining organisational growth is that of organisational lifecycles. Drawing parallels with biology, life cycle theorists argue firms are born, grow, mature and decline. Despite a proliferation of models of organisational lifecycle, there is little empirical support for their general validity. The present study builds a four-stage model of organisational life cycle based on case study research in the New Zealand wine industry. Far from being driven by internal pressures, these cycles seem to be related to the demands of the global wine market, as well as the strategy chosen by each firm.