Academic literature on the topic 'Organizational resources'

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Journal articles on the topic "Organizational resources"

1

Albrecht, Simon, Emil Breidahl, and Andrew Marty. "Organizational resources, organizational engagement climate, and employee engagement." Career Development International 23, no. 1 (2018): 67–85. http://dx.doi.org/10.1108/cdi-04-2017-0064.

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Purpose The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement. Design/methodology/approach The authors tested a model proposing that six specific organizational resources would have positive associations with organizational engagement climate, and positive direct and indirect associations with job resources and employee engagement. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were conducted on cross-sectional survey data provided by 1,578 employees working in a range of different organizations. Findings The CFA and SEM analyses yielded good fit to the data. As proposed, all six organizational resources were positively associated with organizational engagement climate. Four were positively associated with job resources, and two were positively associated with engagement. Organizational engagement climate was positively associated with job resources and employee engagement. Significant indirect relationships were also observed. Research limitations/implications Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. Overall, the results contribute new insights about what may influence engagement, and highlight the importance of organizational engagement climate as a motivational construct. Practical implications The research offers up potentially useful measures of six organizational resources and a measure of organizational engagement climate that can complement and broaden the current focus on job-level diagnostics. As such, targeted management action and survey feedback processes can be used to identify processes to build sustainable organizational engagement capability. Originality/value No previous research has identified a comprehensive set of organizational resources, operationalized organizational engagement climate, or examined their relationships within a JD-R context. The results suggest that the JD-R can perhaps usefully be extended to include more organizationally focused constructs.
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2

Holsapple, C. W., and K. D. Joshi. "Organizational knowledge resources." Decision Support Systems 31, no. 1 (2001): 39–54. http://dx.doi.org/10.1016/s0167-9236(00)00118-4.

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3

Mwai, Grace Mirigo, Juliana Mulaa Namada, and Paul Katuse. "Influence of Organizational Resources on Organizational Effectiveness." American Journal of Industrial and Business Management 08, no. 06 (2018): 1634–56. http://dx.doi.org/10.4236/ajibm.2018.86109.

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4

Pacholski, Richard. "Organizational and Audiovisual Resources." Issues in Comprehensive Pediatric Nursing 8, no. 1-6 (1985): 377–83. http://dx.doi.org/10.3109/01460868509006375.

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Stepan-Norris, Judith, and Caleb Southworth. "Churches as Organizational Resources." Social Science History 31, no. 3 (2007): 343–80. http://dx.doi.org/10.1017/s014555320001378x.

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Employing a historical dataset on Detroit in the 1950s, this article uses geographic models to show the political impact of churches and religious populations on presidential voting. Multilevel models separate the relative impact of individual denomination, the effect of congregants in neighborhoods, and the importance of the physical presence of a church. Existing studies of geography and religion examine a few denominations; here a full set of religious denominations is compared on support for Democratic Party voting and “social movement-like” voting for the Progressive Party. Mainline Protestant churches are associated with support for a conservative social agenda. The presence of synagogues and Catholic churches in neighborhoods is positively related to progressive electoral outcomes. Black Protestant churches are positively related to Democratic Party voting but did not alter the Progressive Party vote. The effect of denomination on political behavior and the geographic extent of a church’s influence on surrounding urban communities are shown to be spatially segregated and to depend on the class structure of neighborhoods.
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Wybo, Michael D., and Detmar W. Straub Jr. "Protecting Organizational Information Resources." Information Resources Management Journal 2, no. 4 (1989): 1–16. http://dx.doi.org/10.4018/irmj.1989100101.

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7

Yoon, Victoria Y., Peter Aiken, and Tor Guimaraes. "Managing Organizational Data Resources." Information Resources Management Journal 13, no. 3 (2000): 5–13. http://dx.doi.org/10.4018/irmj.2000070101.

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8

Sillince, John A. A. "Resources and Organizational Identities." Management Communication Quarterly 20, no. 2 (2006): 186–212. http://dx.doi.org/10.1177/0893318906293587.

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9

Bozionelos, Nikos. "Intra‐organizational network resources." Personnel Review 37, no. 3 (2008): 249–63. http://dx.doi.org/10.1108/00483480810862251.

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10

Truyens, Jasper, Veerle De Bosscher, and Popi Sotiriadou. "An Analysis of Countries’ Organizational Resources, Capacities, and Resource Configurations in Athletics." Journal of Sport Management 30, no. 5 (2016): 566–85. http://dx.doi.org/10.1123/jsm.2015-0368.

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Research on elite sport policy tends to focus on the policy factors that can influence success. Even though policies drive the management of organizational resources, the organizational capacity of countries in specific sports to allocate resources remains unclear. This paper identifies and evaluates the organizational capacity of five sport systems in athletics (Belgium [separated into Flanders and Wallonia], Canada, Finland, and the Netherlands). Organizational capacity was evaluated using the organizational resources and first-order capabilities framework (Truyens, De Bosscher, Heyndels, & Westerbeek, 2014). Composite indicators and a configuration analysis were used to collect and analyze data from a questionnaire and documents. The participating sport systems demonstrate diverse resource configurations, especially in relation to program centralization, athlete development, and funding prioritization. The findings have implications for high performance managers’ and policy makers’ approach to strategic management and planning for organizational resources in elite sport.
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