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Journal articles on the topic 'Organizational'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (19

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2

Stokvik, Hanne, Daniel Adriaenssen, and Jon-Arild Johannessen. "Tacit knowledge, organizational learning and innovation in organizations." Problems and Perspectives in Management 14, no. 3 (2016): 246–55. http://dx.doi.org/10.21511/ppm.14(3-1).2016.11.

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Problem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation. Contribution: 1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation. 2. The research of the authors shows that ta

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3

Sahin, Sevilay. "Mediator role of organizational justice in the relationship between learning organization and organizational commitment." International Journal of Academic Research 5, no. 6 (2013): 57–67. http://dx.doi.org/10.7813/2075-4124.2013/5-6/b.11.

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4

FORGON, Tomáš. "INCREASING ORGANIZATIONAL CULTURE AND ETHICS IN HEALTHCARE ORGANIZATIONS." Scientific Papers of Silesian University of Technology. Organization and Management Series 2018, no. 122 (2018): 43–49. http://dx.doi.org/10.29119/1641-3466.2018.122.5.

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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizatio

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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.

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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted u

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Yusof, Muhammad SuhaimiMohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impactson Organization." International Journal of Psychosocial Rehabilitation 24, no. 03 (2020): 1536–42. http://dx.doi.org/10.37200/ijpr/v24i3/pr200903.

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de la Rosa Alburquerque, Ayuzabet. "Theory of Organization and New Institutionalism in Organizational Analysis." Administración y Organizaciones 27 (September 12, 2024): 61–87. http://dx.doi.org/10.24275/jubq4119.

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Cho, Jayoung, and Sejeong Cheong. "The Effect of Organizational Characteristics on Inter-organizational Linkages – On the Basis of Elderly Employment Project Executing Organizations." International Journal of Social Science and Humanity 6, no. 1 (2016): 38–41. http://dx.doi.org/10.7763/ijssh.2016.v6.614.

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10

Soelton, Mochamad. "The THE IMPLICATION OF JOB SATISFACTION THAT INFLUENCE WORKERS TO PRACTICE ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) IN THE WORK PLACE." Archives of Business Research 8, no. 5 (2020): 33–48. http://dx.doi.org/10.14738/abr.85.8139.

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This research aims to examine and analyze the political organization, organizational climate and organizational culture with organizational citizenship behavior (OCB) and job satisfaction as an intervening variable for employees of Distributor Company. The object of this research is 73 employees of Distributor Company. The approach used in this research is Component or Variance Based Structural Equation Model with analysis tool Smart-PLS. The results showed Political organizationa that has positive significant effect on job satisfaction. Organizational climate that has positive significant eff

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11

Yusof, Muhammad Suhaimi Mohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impacts on Organization." International Journal of Psychosocial Rehabilitation 24, no. 02 (2020): 4243–51. http://dx.doi.org/10.37200/ijpr/v24i2/pr200747.

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12

Isroilov, Bahodir Ibragimovich, and Ilhom Sayitkulovich Ochilov. "Improvement Of Organizational And Economic Mechanisms Of Organization Of Vine Clusters." American Journal of Social Science and Education Innovations 03, no. 08 (2021): 27–33. http://dx.doi.org/10.37547/tajssei/volume03issue08-07.

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The article analyzes the role and importance of cluster structures in the development of the agricultural sector and foreign experience in organizing their activities. The authors also assessed the organizational mechanisms of agro-clusters and their role in improving the efficiency of cluster performance. As a result of the research, recommendations have been developed to improve the organizational and economic mechanisms of agro-clusters in Uzbekistan.

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13

Lam, Long Wai, Yan Liu, and Raymond Loi. "Looking intra-organizationally for identity cues: Whether perceived organizational support shapes employees’ organizational identification." Human Relations 69, no. 2 (2015): 345–67. http://dx.doi.org/10.1177/0018726715584689.

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14

Ahmadian, Sahar, Saeed Astrabeh, and Mohsen Ejrami. "ORGANIZATIONAL SILENCE, ORGANIZATIONAL TRUST, AND ORGANIZATIONAL COMMITMENT." JOURNAL OF HUMANITIES SOCIAL SCIENCES AND BUSINESS (JHSSB) 3, no. 1 (2023): 112–24. http://dx.doi.org/10.55047/jhssb.v3i1.817.

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Organizational silence limits the effectiveness of organizational decisions and change processes. This is a problem that is currently plaguing organizations, and it causes most organizations to suffer from very little employee comments and opinions that can reduce the effect of organizational trust on organizational commitment. Therefore, the present research investigates the mediating role of organizational silence and its dimensions including; Deviant silence, Disengaged silence, Diffident silence, Defensive silence, Relational silence, and Ineffectual silence in the effect of organizational

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15

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 emp

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16

Foreman, Peter, Cleo Silvestri, David A. Whetten, et al. "Organizational Identity Comparison, Organizational Identification, and Organizational Commitment." Academy of Management Proceedings 2020, no. 1 (2020): 21039. http://dx.doi.org/10.5465/ambpp.2020.21039symposium.

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17

Ge, Jianhua, Xuemei Su, and Yan Zhou. "Organizational socialization, organizational identification and organizational citizenship behavior." Nankai Business Review International 1, no. 2 (2010): 166–79. http://dx.doi.org/10.1108/20408741011052573.

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18

Hage, Jerald, and Kurt Finsterbusch. "Three Strategies of Organizational Change: Organizational Development, Organizational Theory and Organizational Design." International Review of Administrative Sciences 55, no. 1 (1989): 29–57. http://dx.doi.org/10.1177/002085238905500105.

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19

ČMELÍKOVÁ, Zuzana. "Managing ethics in organization – focusing innovation in creating ethical organizational culture." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 110 (2017): 13–26. http://dx.doi.org/10.29119/1641-3466.2017.110.2.

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20

Bhattacharya, Dr Swaha, and Dr Monimala Mukherjee. "Organizational Climate and work Motivation - A Study on Private Sector Organization." Paripex - Indian Journal Of Research 2, no. 1 (2012): 136–38. http://dx.doi.org/10.15373/22501991/jan2013/50.

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21

Wananda, Adhi, and Puspitasari Puspitasari. "Organizational Environment, Organizational Change, And Polri Services." Management Technology and Security International Journal 1, no. 2 (2020): 153–64. http://dx.doi.org/10.47490/mtsij.v1.i2.153164.

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A changing and developing environment , indeed, affects the organizational development of Indonesian National Police , called Polri in Bahasa . These environmental changes will affect the management of Indonesian National Police organization. The e xternal environmental factors that most influence organizational activities of Indonesian National Police consist of micro external environmental factors , including the personnel of Indonesian National Police and the public, as well as the macro external e nvironmental factors covering political and legal conditions in Indonesia. Organizational cha

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22

Tutugo, Ahmad Habibi, and Much Riyadus Solichin. "Pengaruh Kepribadian dan Budaya Organisasi Terhadap Organizational Citizenship Behavior dengan Komitmen Organisasi sebagai Variabel Intervening." Jurnal Ilmiah Mahasiswa Manajemen, Bisnis dan Akuntansi (JIMMBA) 2, no. 3 (2020): 392–410. http://dx.doi.org/10.32639/jimmba.v2i3.483.

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This research aims to test the influence of organizational personality and culture on organizational citizenship behavior through the organization's commitment as a intervening variable. The sampling method used is a non-probability sampling technique i.e. saturated sampling i.e. taking the whole sample or all members of the population are used as samples. Respondents in this study were the permanent teachers of Pondok Pesantren SahabatQu Sleman amounting to 60 people. This research uses the methods of descriptive analysis and statistics carried out validity tests, the test of relibility, mult

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23

VASINA, Alla. "ORGANIZATIONAL CULTURE IN ENSURING ORGANIZATIONAL DEVELOPMENT." Regional’ni aspekti rozvitku produktivnih sil Ukraїni, no. 29 (2024): 55–63. https://doi.org/10.35774/rarrpsu2024.29.055.

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ABSTRACT Introduction. Given the unique characteristics of each individual organization, organizational culture has a significant influence on its development, playing a key role in shaping and utilizing organizational potential. This emphasizes the need to substantiate approaches to leveraging the potential of organizational culture to unlock new opportunities for organizational development in the context of modern challenges. Goal. The purpose of the study is to theoretically substantiate the influence of organizational culture on the formation of prerequisites for the development of modern

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24

Eraslan, Ilkay, and Erkut Altindag. "The effects of organizational ambidexterity and justice on organizational learning." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 1 (2021): 1–14. http://dx.doi.org/10.20525/ijrbs.v10i1.962.

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This study examines the relationship between organizational justice and organizational ambidexterity with organizational learning. This paper also evaluates the effect of organizational justice on organizational learning strategies of employees in the cause-effect relationship and measure the effect of perceived organizational support and bi-directionality on organizational learning. 645 family firms operating in Istanbul have been analyzed with Structural Equation Model. Findings demonstrate that organization's ambidexterity ability and the concept of justice in the organization had an indire

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25

Chernyavs'ka, Iryna, and Rostyslav Kovtun. "MANAGEMENT OF ORGANIZATIONAL CHANGES AS A DIRECTION OF IMPROVING THE ORGANIZATION'S ACTIVITIES." ECONOMIC BULLETIN OF THE DNIPROVSK STATE TECHNICAL UNIVERSITY, no. 2(5) (January 2, 2023): 42–51. http://dx.doi.org/10.31319/2709-2879.2022iss2(5).270793pp42-51.

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Today, in the management of organizations, the issue of resistance to changes in the environment and management of changes in the organization's activities remains relevant. The article aims to clarify and generalize theoretical provisions regarding the management of organizational changes in the context of increasing the effectiveness of the organization's activities. The theoretical and methodological basis of the work is a set of principles and methods of scientific research: the principle of systematization and theoretical generalization and methods of structural and functional analy

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26

McPhee, Robert D., and Pamela Zaug. "Organizational Theory, Organizational Communication, Organizational Knowledge, and Problematic Integration." Journal of Communication 51, no. 3 (2001): 574–91. http://dx.doi.org/10.1111/j.1460-2466.2001.tb02897.x.

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27

Zaki, Muhammad Hassan. "Relationship between organization supply chain capabilities and organization responsiveness." South Asian Management Review 3, no. 1 (2024): 1–12. http://dx.doi.org/10.57044/samr.2024.3.1.2418.

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The link between an organization's supply chain's capacities and responsiveness has been identified as one of the main issues in ensuring business performance and achieving competitive advantage. Indeed, to achieve efficient responses to customers' needs, working across organizational boundaries is essential. This study shows positive relationships between an organization's supply chain capabilities and organizational responsiveness. This study identified two key issues: (1) the connection between supply chain capabilities and organizational responsiveness and (2) the impact of supply chain ca

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28

Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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29

Byre, Rafael Octavianus. "Pengaruh Kemampuan Pembelajaran Organisasional Terhadap Kompetensi Inti Organisasi, dan Kinerja Organisasi Perguruan Tinggi Swasta di Propinsi NTT Suatu Tinjauan Literatur Untuk Membangun Hipotesis Penelitian." Analisis 19, no. 1 (2020): 23–38. http://dx.doi.org/10.37478/analisis.v19i1.317.

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Empirically, this paper is expected to see the extent of the development of organizational learning models in the Development of Private Higher Education in the Province of East Nusa Tenggara Province by including the dimensions of the organization's core competencies, and organizational performance in previous strategy research. With the stages of model development which can be seen the contribution and contribution of each previous research to the research carried out mainly in building research hypotheses. In this paper we also want to look gradually at how to understand the partial effect

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30

Ghanayem, Magd. "Exploring Organizational Behavior in Israeli Public Organizations During the War on Gaza." International Journal of Science and Research (IJSR) 13, no. 3 (2024): 269–71. http://dx.doi.org/10.21275/es24306111950.

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31

Moorman, Christine, and Anne S. Miner. "Organizational Improvisation and Organizational Memory." Academy of Management Review 23, no. 4 (1998): 698. http://dx.doi.org/10.2307/259058.

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32

Singh, Jitendra V., Robert J. House, and David J. Tucker. "Organizational Change and Organizational Mortality." Administrative Science Quarterly 31, no. 4 (1986): 587. http://dx.doi.org/10.2307/2392965.

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33

Moorman, Christine, and Anne S. Miner. "Organizational Improvisation and Organizational Memory." Academy of Management Review 23, no. 4 (1998): 698–723. http://dx.doi.org/10.5465/amr.1998.1255634.

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34

Grandori, Anna, and Andrea Prencipe. "Organizational invariants and organizational change." European Management Review 5, no. 4 (2008): 232–44. http://dx.doi.org/10.1057/emr.2008.29.

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35

March, James G. "Organizational consultants and organizational research." Journal of Applied Communication Research 19, no. 1-2 (1991): 20–31. http://dx.doi.org/10.1080/00909889109365290.

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36

Raukko, Mélanie. "Organizational commitment during organizational changes." Baltic Journal of Management 4, no. 3 (2009): 331–52. http://dx.doi.org/10.1108/17465260910991028.

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37

He, Hongwei, and Andrew D. Brown. "Organizational Identity and Organizational Identification." Group & Organization Management 38, no. 1 (2013): 3–35. http://dx.doi.org/10.1177/1059601112473815.

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38

Hodgkinson, Gerard P. "Organizational Identity and Organizational Identification." Group & Organization Management 38, no. 1 (2013): 145–57. http://dx.doi.org/10.1177/1059601112474883.

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39

Faldetta, Guglielmo. "Organizational caring and organizational justice." International Journal of Organizational Analysis 24, no. 1 (2016): 64–80. http://dx.doi.org/10.1108/ijoa-07-2013-0697.

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Purpose – This article aims to analyze, from a theoretical point of view, if organizational caring and organizational justice are compatible and complementary. It proposes a link between justice and care, expanding the common notions of organizational justice, to find a relational concept of organizational justice that can lead to organizational caring. Design/methodology/approach – The article reviews the literature on the common notions of organizational justice. To find a relational concept of justice, it refers to Lévinas’ thoughts. Therefore, it develops two complementary approaches to or

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40

Shane, Scott. "Organizational Incentives and Organizational Mortality." Organization Science 12, no. 2 (2001): 136–60. http://dx.doi.org/10.1287/orsc.12.2.136.10108.

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41

Egelhoff, William G. "Organizational equilibrium and organizational change." Journal of International Management 5, no. 1 (1999): 15–33. http://dx.doi.org/10.1016/s1075-4253(99)00006-x.

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42

Wang, Jinmin, and Yasunari Okabe. "Organizational Wrongdoing and Organizational Climates." Proceedings of the Annual Convention of the Japanese Psychological Association 79 (September 22, 2015): 3EV—130–3EV—130. http://dx.doi.org/10.4992/pacjpa.79.0_3ev-130.

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43

Hage, J. T. "ORGANIZATIONAL INNOVATION AND ORGANIZATIONAL CHANGE." Annual Review of Sociology 25, no. 1 (1999): 597–622. http://dx.doi.org/10.1146/annurev.soc.25.1.597.

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44

Burnes, Bernard. "Organizational choice and organizational change." Management Decision 35, no. 10 (1997): 753–59. http://dx.doi.org/10.1108/00251749710192075.

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45

Chiva, Ricardo, and Joaquín Alegre. "Organizational Learning and Organizational Knowledge." Management Learning 36, no. 1 (2005): 49–68. http://dx.doi.org/10.1177/1350507605049906.

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46

Luxmi. "Organizational Commitment and Organizational Effectiveness." Management Dynamics 11, no. 1 (2022): 50–67. http://dx.doi.org/10.57198/2583-4932.1093.

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47

Permana, Meiki. "ORGANIZATIONAL CULTURE REFLECTS ORGANIZATIONAL PERFORMANCE." International Journal of Business Management and Economic Review 07, no. 01 (2024): 137–43. http://dx.doi.org/10.35409/ijbmer.2024.3556.

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Culture reflects human civilization, as well as Culture in an Organization. How essential are employees in a company organization to stick to the Organizational Culture? With Structural Equation Modeling (SEM) and with respondents as many as 100 company employees. The study's results show that organizational culture positively and significantly affects organizational Performance. The study's results carry theoretical implications, such as how important it is for an organization to have a culture with noble values to improve organizational Performance. Company owners can also use research to cr

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48

Yun, Nam-Sik, and Seok-Kee Lee. "A Study on the Impact of Communication Activities on Organizational Satisfaction: Based on the Mediating Effect of Organizational Trust." Restaurant Business 118, no. 3 (2019): 1–8. http://dx.doi.org/10.26643/rb.v118i3.7192.

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This study aims to verify that the higher the communication activity, the higher the organization's organizational satisfaction is. Some prior studies have commented on the relationship between these, there are almost no specific studies that use an organizational fairness as a controlled effect to identify the concept of communication activities and organizational trust and to verify the impact on organizational satisfaction.

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Akkaya, Bulent, and Gozde Mert. "Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic." Central European Management Journal 30, no. 2 (2022): 2–25. http://dx.doi.org/10.7206/cemj.2658-0845.73.

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Purpose: Managers of healthcare organizations must be much more dynamic and agile to survive in a competitive environment. Administrators, managers, and leaders in healthcare organizations must meet both patients’ and staff’s needs, expectations, and requests at the maximum level in order to create organizational agility. What counts among these responsibilities is the use of operational competitive capabilities at the highest level and being organizationally agile? In this context, this study determines the relationship between the operational competitive capabilities of healthcare organizati

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., Anizar, Masyhudzulhak Djamil, and Anwar Rahim. "Organizational Culture, Work Discipline, and Compensation on Organizational Commitment (Case study : the Department of Agriculture in the city of Bogor)." Jurnal Manajemen 8, no. 1 (2018): 12. http://dx.doi.org/10.32832/jm-uika.v8i1.734.

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<p>The results show the influence of cultural variables There are organizations, labor discipline, and compensation together (combined) to the organization's commitment to the Bogor Agricultural Department. The magnitude of effect was 69.8%. While the rest is 100% - 69.8% = 30.2% is a variable influenced the other is not examined in this study. These results indicate that when the variables of organizational culture, work discipline, and compensation together (combined) to increase the commitment of the organization will increase, and vice versa if the variables of organizational culture

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