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Journal articles on the topic 'Organisational'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi, and John Tookey. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance." Sustainability 15, no. 5 (2023): 4143. http://dx.doi.org/10.3390/su15054143.

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The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies

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Luxmi and Sneha. "Perceived Organisational Support’s relationship with Psychological Empowerment: A Review of Literature." Gyan Management Journal 17, no. 1 (2023): 28–34. http://dx.doi.org/10.48165/gmj.2022.17.1.4.

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Current research examined the role of psychological empowerment of employees with the perceived organisational supports of employees. There are a very few researches were conducted to explore the relationship between the two variables perceived organisational support and psychological empowerment. Here the current research is based on review of previous researches to explore the kind of relationship exist between perceived organisational support and psychological empowerment. The results of the study reveals that an organisation’s strength is depend upon the attitude of their employees toward

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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational se

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Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (2019): 3440. http://dx.doi.org/10.3390/su11123440.

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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisat

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Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi, and John C. Kigozi Munene. "Organisation size, innovativeness, self-organisation and inter-organisational coordination." International Journal of Emergency Services 9, no. 3 (2020): 359–94. http://dx.doi.org/10.1108/ijes-05-2020-0024.

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PurposeThe purpose of this study is to examine how humanitarian organisation size affects inter-organisational coordination and further tested the mediating role of organisational innovativeness, self-organisation in the relationship between humanitarian organisation size and inter-organisational coordination among humanitarian organisations in Uganda.Design/methodology/approachThe study is based on cross-sectional survey; data was collected from 101 humanitarian organisations. The analysis of the proposed hypotheses was done with the help of PLS-SEM using SmartPLS version 3.3.0 for profession

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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.

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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of human

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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.

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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their

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Ukrinas, Rokas, and Nida Ambrasė. "Theoretical basis for the perception and identification of organisational reputation." Laisvalaikio tyrimai 1, no. 25 (2025): 49–63. https://doi.org/10.33607/elt.v1i25.1629.

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Topic relevance. An organisation’s reputation is one of the most important factors determining its long-term success and competitiveness in the market. A strong reputation not only helps the organisation attract new customers and partners, but also strengthens consumer trust. Service organisations are sensitive to environmental changes; thus, reputation has experienced various challenges related to scandals, regulatory violations, and public opinion in recent years. Therefore, it is important to assess how an organisation’s reputation is perceived from the consumer’s point of view and what mea

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Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.

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Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducte

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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.

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The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by

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Chipangura, Paul, Dewald van Niekerk, Fortune Mangara, and Annegrace Zembe. "Organisational vulnerability: exploring the pathways." Disaster Prevention and Management: An International Journal 33, no. 6 (2024): 16–29. http://dx.doi.org/10.1108/dpm-03-2024-0065.

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PurposeThis study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.Design/methodology/approachThis study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.FindingsThe analysis highlights the multifaceted nat

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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.

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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corpor

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Walton, Paul. "Information Evolution and Organisations." Information 10, no. 12 (2019): 393. http://dx.doi.org/10.3390/info10120393.

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In a changing digital world, organisations need to be effective information processing entities, in which people, processes, and technology together gather, process, and deliver the information that the organisation needs. However, like other information processing entities, organisations are subject to the limitations of information evolution. These limitations are caused by the combinatorial challenges associated with information processing, and by the trade-offs and shortcuts driven by selection pressures. This paper applies the principles of information evolution to organisations and uses

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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.

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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational cultu

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GUERNOUB, Hemza. "Promoting Innovation in Public Organisations: An Analysis in a National Public Institution in Algeria." MANAGEMENT AND ECONOMICS REVIEW 9, no. 3 (2024): 525–35. http://dx.doi.org/10.24818/mer/2024.03-08.

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Organisational innovation has become a critical factor for the survival and competitiveness of public-sector organisations. This form of innovation entails the introduction of new ways of doing and organising work that aimed at enhancing the organisation’s capacity to achieve its objectives. The aim of this study is therefore to explore the conditions that stimulate the development of organisational innovation in the context of a national public institution experiencing transformation and modernisation in Algeria. More specifically, our aim is to identify the internal and external conditions t

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ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW." Nowoczesne Systemy Zarządzania 10, no. 1 (2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.

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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership.

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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.

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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The ma

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Okigbo, O. N., I. Saidu, W. A. Ola-Awo, and A. D. Adamu. "Organisational Characteristics as a Catalyst for Effective Performance of Nigerian Construction Organisations." Environmental Technology and Science Journal 13, no. 2 (2023): 53–59. http://dx.doi.org/10.4314/etsj.v13i2.6.

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Organisational characteristics are distinctive features of an organisation that enable it to perform its statutory roles. It has a lot of influences on organisational performance but less study has indicated the role it plays in improving the performances of organisations. This study appraised different types of organisation characteristics in the Nigerian construction industry and their roles in improving the performances of organisations. In achieving the aim of the study 366 questionnaires were distributed purposefully to management members of construction organisations practising in Abuja

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Fasae, Felicia Bosede Kehinde. "Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development." Advances in Multidisciplinary and scientific Research Journal Publication 11, no. 4 (2023): 75–86. http://dx.doi.org/10.22624/aims/humanities/v11n4p6.

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In an era where organisations are increasingly held accountable for their actions and their impact on society and the environment, ethical standards and effective communication behaviour have emerged as vital components of sustainable organisational development. This study examined the important place that morality and effective communication use occupy within organisations and their long-term sustainability. The paper explores quality character and organisational development; sustainable organisational development; indispensability of quality character in organisational development; effective

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Smuts, Stefan, and Alta van der Merwe. "Key Industry 4.0 Organisational Capability Prioritisation towards Organisational Transformation." Informatics 11, no. 2 (2024): 16. http://dx.doi.org/10.3390/informatics11020016.

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Industry 4.0 aids organisational transformation powered by innovative technologies and connectivity. In addition to navigating complex Industry 4.0 concepts and characteristics, organisations must also address organisational consequences related to fast-paced organisational transformation and resource efficacy. The optimal allocation of organisational resources and capabilities to large transformational programs, as well as the significant capital investment associated with digital transformation, compel organisations to prioritize their efforts. Hence, this study investigates how key Industry

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Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.

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Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovatio

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Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.

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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case s

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Howell, Gwyneth V. J., and Rohan Miller. "Maple Leaf Foods: Crisis and Containment Case Study." Public Communication Review 1, no. 1 (2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.

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Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.

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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.

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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeac

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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (2020): 37. http://dx.doi.org/10.3390/admsci10030037.

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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. T

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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.

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It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance

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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.

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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖.

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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are a

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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.

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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in th

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Srivastava, Sweta. "Explorations in Police Organisation: An Indian Context." International Journal of Police Science & Management 11, no. 3 (2009): 255–73. http://dx.doi.org/10.1350/ijps.2009.11.3.125.

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The research is concerned with understanding the role of organisational justice, and the parameters of organisational support mechanisms in the sustenance and enhancement of psychological well-being, which in turn was postulated to contribute to a number of organisationally relevant outcome variables, with a focus upon the target group of a security-service organisation personnel. The sample consisted of 270 male lower and middle level respondents from a government security-service (police) organisation, who were located in the eastern, central, and western parts of a large state of north Indi

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Jendza, Dorota. "Leader vs team member - Differences in equality and hierarchical individualism and collectivism - the context of public and private organisations." Management 28, no. 2 (2024): 185–205. http://dx.doi.org/10.58691/man/195476.

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The aim of the study presented here is to identify differences in levels of individualism and equality collectivism and hierarchical individualism depending on the type of organisation and the organisational role performed. A total of 810 people took part in the study, representing organisations in the public and private sectors with different organisational roles. Participants answered questions on the scale on individualism and collectivism of equality and hierarchy (KIRH), constructed based on Singelis and Triandis' (1995) concept. The survey was conducted in May 2023 in Polish private and

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Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.

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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple reg

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Edgeman, Rick, and Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises." International Journal of Innovation and Economic Development 6, no. 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.

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Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whet

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Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture." Journal of Resilient Economies (ISSN: 2653-1917) 1, no. 2 (2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.

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The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the

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Wäistö, Pia, Juhani Ukko, and Tero Rantala. "Workspace in supporting strategy implementation – a study of 25 knowledge-intensive organisations." Facilities 42, no. 15/16 (2024): 53–69. http://dx.doi.org/10.1108/f-07-2023-0060.

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Purpose Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations. Design/methodology/approach For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, s

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Dorairajan, Veena. "Cybersecurity and Organisational Performance – the Interplay." ARPHA Conference Abstracts 7 (July 4, 2024): e129255. https://doi.org/10.3897/aca.7.e129255.

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The interplay between cybersecurity and organisational performance is multifaceted in nature, as it is related to how cybersecurity impacts and is impacted by various organisational activities and performance metrics. In the age of the rapid digitalization of organisations, cybersecurity emerges as an integral part of the health and effectiveness of an organisation. It includes not only preserving the confidentiality, integrity, availability of organisational digital assets but also establishing the organisational cybersecurity culture and, consequently, human behaviour. Cybersecurity and busi

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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and eme

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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (2020): 8323. http://dx.doi.org/10.3390/su12208323.

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure

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Khalid, Noor Khairin Nawwarah, Aini Maznina A. Manaf, and Rizalawati Ismail. "Managing Organizational Change: The role of Middle Managers’ Stories and Emotional Reflexivity." Sains Humanika 16, no. 1 (2023): 43–56. http://dx.doi.org/10.11113/sh.v16n1.2078.

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Previous studies have increasingly emphasised on the important roles of middle managers’ emotions in ensuring successful organisational change implementation. However, earlier research rarely focuses on middle managers’ emotional reflexivity during organisational change. The lack of awareness in practicing emotional reflexivity during change can affect middle managers’ work life quality where they can experience emotional vulnerability, workplace isolation and high sense of inadequacies. Using Communicative constitution of organisations the Montreal School (CCO TMS) as the theoretical underpin

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Loban, N. V. "Strategic sustainability of an organisation and organisational innovation: Аn empirical study". Strategic decisions and risk management 16, № 1 (2025): 89–96. https://doi.org/10.17747/2618-947x-2025-1-89-96.

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Ensuring the strategic resilience of an organisation is important in the context of the need to develop the economy in a changing external environment. The presence of a significant proportion of strategically stable economic entities ultimately ensures the development of the national economy. The purpose of this work is to determine the relationship between the strategic sustainability of the organisation and the adoption of organisational innovation. Various methods were used to achieve this goal, including searching for information in open sources, conducting in-depth interviews and surveys

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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.

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Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupat

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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.

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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual

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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.

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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, thes

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Aslan, Mustafa. "Organisational structure revisited." Business & Management Studies: An International Journal 9, no. 1 (2021): 282–94. http://dx.doi.org/10.15295/bmij.v9i1.1769.

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This study's primary goal is to investigate all variables that are reported to affect the organisational structure in the same research model. For this purpose, effects of Top Management Team profile variables, including Strategic Decision-Making Style and Strategic Decision-Making Group Size, Environmental Dynamism, Environmental Hostility, Organization Size (both annual turnover and number of employees are taken separately as the indicators of organisation size), Organization’s Age, and Technology (three technological levels: low, medium and high technologies) on the Organizational Structure

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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 (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 stu

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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.

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Stacho, Zdenko, Katarína Stachova, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Business: Theory and Practice 16, no. (3) (2015): 264–70. https://doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.

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Noor Khairin Nawwarah Khalid and Aini Maznina A.Manaf. "Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity." Journal of Advanced Research in Business and Management Studies 34, no. 1 (2024): 42–60. http://dx.doi.org/10.37934/arbms.34.1.4260.

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Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of

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Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.

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Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture cond

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Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.

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Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based

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