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Journal articles on the topic 'Outside organizations'
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1
Ahrne, Göran, and Nils Brunsson. "Organization outside organizations: the significance of partial organization." Organization 18, no. 1 (2010): 83–104. http://dx.doi.org/10.1177/1350508410376256.
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Styhre, Alexander, Kamilla Kohn, and Mats Sundgren. "Action research as theoretical practices." Concepts and Transformation 7, no. 1 (2002): 93–105. http://dx.doi.org/10.1075/cat.7.1.07sty.
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The notion of theory is often discussed with great anxiety among organization and management theorists. Theory is often seen as being in opposition to practice which implies that theory may be outside of practical use. Against this view, this paper argues that what we call theoretical practices are key components of action research activities in organizations. Theoretical practices allow a contextual analysis of “thick” organizational practices and also allows an analysis of the multiple language games being used in organizations. Thus, theoretical practices should be examined as an important activity in insider/outsider action research activities.
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Lynn, Monty L. "Organizational Buffering: Managing Boundaries and Cores." Organization Studies 26, no. 1 (2005): 37–61. http://dx.doi.org/10.1177/0170840605046348.
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Organizations generally are more innovative, relevant, and responsive when they are exposed to market influences, yet they must regulate or limit the impact of outside influences to operate efficiently. This dynamic organization-environment tension has inspired the creation of several models of organizational buffering which delineate the systematic exposure and insulation of organizations from environmental uncertainty. We review three buffering paradigms — core, minimalist, and dispersed — and attempt to synthesize a model which weaves these perspectives together. The key to understanding functional and dysfunctional buffering lies with the organization’s requisite variety and continuous or discontinuous environmental change.
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Humberd, Beth K., Judith A. Clair, and Stephanie J. Creary. "In our own backyard: when a less inclusive community challenges organizational inclusion." Equality, Diversity and Inclusion: An International Journal 34, no. 5 (2015): 395–421. http://dx.doi.org/10.1108/edi-11-2013-0105.
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Purpose – The purpose of this paper is to build insight into how the local community impacts an organization’s ability to develop an inclusive culture. The paper introduces the concept of inclusion disconnects as incongruent experiences of inclusion between an organization and its community. Then, using the case of teaching hospitals, the paper empirically demonstrates how individuals and organizations experience and deal with inclusion disconnects across the boundaries of organization and community. Design/methodology/approach – A multi-method qualitative study was conducted in hospitals located in the same city. Focus groups were conducted with 11 medical trainees from underrepresented backgrounds and semi-structured interviews were conducted with ten leaders involved with diversity efforts at two hospitals. Data analysis followed an iterative approach built from Miles and Huberman (1994). Findings – The findings demonstrate how boundary conflicts arise from disconnected experiences of organizational and community inclusiveness. Such disconnects create challenges for leaders in retaining and supporting minority individuals, and for trainees in feeling like they could build a life within, and outside of, their organizations. Based on findings from the data, the paper offers insights into how organizations can build their capacity to address these challenges by engaging in boundary work across organizational and community domains. Research limitations/implications – Future research should build upon this work by further examining how inclusion disconnects between communities and organizations impact individuals and organizations. Practical implications – The paper includes in-depth insight into how organizations can build their capacity to address such a deep-rooted challenge that comes from a less inclusive community. Originality/value – This paper contributes to an understanding of how forces from the community outside an organization can shape internal efforts toward fostering inclusion and individuals’ experiences of inclusion.
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Цомартова, Фатима, Fatima Tsomartova, Людмила Качмазова, and Lyudmila Kachmazova. "Education outside Educational Organizations: Legal Prospects." Journal of Russian Law 2, no. 2 (2014): 27–36. http://dx.doi.org/10.12737/2234.
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The article analyzes the problems of legal status of homeschooling and self-education at the federal, regional, municipal and local levels in connection with coming into effect of a new legal regulation of relations in the sphere of education.
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Fox, Robert. "Outside in." Digital Library Perspectives 33, no. 3 (2017): 190–94. http://dx.doi.org/10.1108/dlp-05-2017-0015.
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Purpose Understanding the user’s viewpoint is crucial so that any website be considered successful. Many organizations pay attention to their internal concerns first at the expense of the user. Libraries as service organizations should be committed to understanding the top-level tasks of their stakeholders by engaging in both cognitive and hierarchical task analysis. Originality/value One of the primary purposes of a library is to act as a facilitator to information. One way to accomplish that is via the library website. For the website to be effective, it is necessary to understand the top tasks that the user needs to engage in so that they can accomplish their goals.
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Gullickson, Terri. "Review of Social Organizations: Interaction Inside, Outside and Between Organizations." Contemporary Psychology: A Journal of Reviews 41, no. 3 (1996): 288. http://dx.doi.org/10.1037/002840.
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Ou, Xiangli, Kang Gao, and Congcong Xu. "A Comparative Study of Student Unions Inside and Outside Mainland China." Asian Social Science 14, no. 7 (2018): 99. http://dx.doi.org/10.5539/ass.v14n7p99.
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With higher education entering a new normal status in China, student unions in higher education face new opportunities and challenges. To overcome these challenges it is necessary to learn from the successful experiences of student organizations inside and outside mainland China to create a reference for improving the creation process, organization and administration of student unions. This article presents an analysis and contrast of different organizational aspects of student unions in mainland China, Hong Kong, Macau and Taiwan (HMT), and the United States such as their current development stages, creation and authorization process, structure, types of activities, sources of economic support and internal administration. Based on the differences, we propose to strengthen the administration of student unions, improve regulations, expand the sources of economic support, innovate activity forms, and promote the integration of student organizations and society with an aim of fostering a culture of inclusion, and ensuring a sound and sustainable development of student unions.
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Schlipphak, Bernd. "Measuring attitudes toward regional organizations outside Europe." Review of International Organizations 10, no. 3 (2014): 351–75. http://dx.doi.org/10.1007/s11558-014-9205-5.
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Sunesson, Sune. "Outside the Goal Paradigm: Power and Structured Patterns of Non-Rationality." Organization Studies 6, no. 3 (1985): 229–46. http://dx.doi.org/10.1177/017084068500600302.
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It is argued that power is a better explanatory factor in organizational analysis than are 'goals' or 'rationality'. This is supported by examples from the author's research in social-work organizations. These examples illustrate some of the ways that power is organized in what recent writers have called 'loosely coupled', 'street-level' bureau cracies. Informal and spontaneous organizing practices as well as rituals decide real (as distinct from formal) power and control at the operating level. For the analysis of those processes, a distinction is made between the means of organizing and other operational resources of an organization.
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Kalaichelvi, S. Valentine Usha, Auxilia Antony, and A. Nelson Vimalanathan. "A STUDY ON ORGANIZATIONAL CULTURE." International Journal of Research -GRANTHAALAYAH 5, no. 8(SE) (2017): 91–95. http://dx.doi.org/10.29121/granthaalayah.v5.i8(se).2017.2283.
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Organizational Culture is defined as the values and behaviors that contribute to the unique social and psychological environment of the organization. Organizational culture includes an organizations expectations, experiences, philosophy and values that hold it together and is expressed in its self-image, inner workings, interactions with the outside world and future expectations. This article is going to study about the organizational culture.
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Judge, William Q., and Gregory H. Dobbins. "Antecedents and Effects of Outside Director’s Awareness of CEO Decision Style." Journal of Management 21, no. 1 (1995): 43–64. http://dx.doi.org/10.1177/014920639502100103.
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There have been increasing calls for greater outside directors to be more aware and informed about the firm S decisions and decision-making process. If outsiders are more informed, it is presumed that they will work more closely with the CEO, and as a result, positively influence firm performance. This research examined individual outside directors’ awareness of one prominent aspect of the CEO’S activity, namely the CEO’S strategic decision style. We found that the outside director3 awareness of the CEOS decision style was positively related to financial profitability and negatively related to financial risk after controlling for industry, organizational size, profit orientation, board leadership, and proportion of insiders. In addition, we found that the CEOS tenure was negatively related to outsider awareness, but this relationship was stronger in non-profit organizations and situations where the CEO did not chair the board. Implications of the findings for future research and application are discussed.
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Uang, Randy, Eric Crosbie, and Stanton A. Glantz. "Smokefree implementation in Colombia: Monitoring, outside funding, and business support." Salud Pública de México 59, no. 2 (2017): 128. http://dx.doi.org/10.21149/7884.
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Objective. To analyze successful national smokefree policy implementation in Colombia, a middle income country. Materials and methods. Key informants at the national and local levels were interviewed and news sources and government ministry resolutions were reviewed. Results.Colombia’s Ministry of Health coordinated local implementation practices, which were strongest in larger cities with supportive leadership. Nongovernmental organizations provided technical assistance and highlighted noncompliance. Organizations outside Colombia funded some of these efforts. The bar owners’ association provided concerted education campaigns. Tobacco interests did not openly challenge implementation. Conclusions. Health organization monitoring, external funding, and hospitality industry support contributed to effective implementation, and could be cultivated in other low and middle income countries.
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Flieger, Michal. "Organizational cohesion: harmonization of cooperation in the aspect of selected elements of organizational culture – the perspective of Chinese organizations." Scientific Journal of the Military University of Land Forces 194, no. 4 (2019): 763–76. http://dx.doi.org/10.5604/01.3001.0013.6471.
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Maintaining a competitive position requires optimization activities in various areas of functioning of both business and public organizations. One of the manifestations of such optimization is organizational harmonization resulting in cohesion both inside and outside the organization. The article presents the issue of organizational coherence in the case of implementation of virtual structures involving organizations from the region of China. The analysis of the problem of building organizational integrity in the aspect of operations performed by process nests located in various geographical areas was analyzed. The focus is placed on the issue of different organizational cultures that need adaptation. The article aims to present the results of research in the field of selected elements of corporate culture (cultural artifacts) concerning Chinese organizations, which will enable organizations from other regions of the world to develop coherent mechanisms of cooperation within virtual structures. The results of the research clearly showed that Chinese organizations have a specific organizational culture in the studied areas, characterized by ambiguity, general language, secretiveness of attitudes and high importance of interpersonal relations.
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Mayasandra N, Ravi Shankar, and Shan L. Pan. "Knowledge Management Initiatives in a Global IT Outsourcing Company: A Case Study of Infosys Technologies." Journal of Information & Knowledge Management 03, no. 01 (2004): 81–96. http://dx.doi.org/10.1142/s0219649204000675.
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Organizations position their formal Knowledge Management (KM) initiatives as a continuous process of deriving strategic benefits from the knowledge resources dispersed in the various internal constituencies. Thus, gaining a deeper awareness of the diverse viewpoints and attributes of their various units is a big challenge for organizations embracing formal KM strategies. Even with the challenges of organization-wide KM forming the theme of a number of studies, we see that these studies mostly feature organizations outside the Asian continent. The KM strategies of Asian organizations remain a relatively uncharted territory. This paper focuses on the KM strategies of Infosys Technologies, a leading Asian Information Technology (IT) firm. Adopting the case study methodology, we look at the consequences of initiating organization-wide formal KM, in four different organizational units within the company. Evidence from the case highlights the unfolding of unintended and intended consequences in the four units, and organizational efforts to reconcile them. Taking a subcultural perspective of the four units offers useful insights in understanding the consequences. The theoretical and managerial contributions of the study to the knowledge management arena are discussed.
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Jacobs, Molly S. "Hiding in Plain Sight: The Mattachine Society’s Use of Loose Coupling as a Strategy for Covert Political Action." Social Science History 44, no. 4 (2020): 725–46. http://dx.doi.org/10.1017/ssh.2020.33.
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AbstractCovert political organizing is a vital means by which subordinate groups express grievances against authorities or elites. This article develops an understanding of the process of covert organizing to show how the selection of an organizational structure is a strategic decision. Using original, archival data from the Mattachine Society, a homosexual organization founded in 1950, and the affiliated Mattachine Foundation, I show how the structure of the organizations enabled leaders to segment their audiences and adapt to challenges from outside and inside the group. In particular, I use the concept of a loosely coupled system, emphasizing relations between organizations, to show how organizations can work with varying degrees of discretion. Moreover, building off analytically similar cases in the literature, I demonstrate that a loosely coupled system enables both organizational flexibility and covert political action.
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Et al., Bunchira Phuchanajita. "Leadership of Organization Administrators under the Era of Technological Change." Psychology and Education Journal 58, no. 1 (2021): 1336–39. http://dx.doi.org/10.17762/pae.v58i1.905.
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“Leadership of Organization Administrators under the Era of Technological Change” is an academic article aims to study leadership of organization administrators under the era of technological change. Being able to lead an organization, administrators must view change as a challenge or opportunity and know how to make an effective change from inside and outside organizations. They must be able to build consciousness to organizations, as leaders of change. Meanwhile, they have to enable organizations view change as a new opportunity to ensure organization management gain maximum benefits and organizations can be developed in a secure and sustainable manner.
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Geiger, Jeremy, John Elshaw, and David Jacques. "Establishing the Foundations to Measure Organizational Agility for Military Organizations." Systems 8, no. 4 (2020): 44. http://dx.doi.org/10.3390/systems8040044.
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There is an ongoing demand for organizations to become more agile in order to prosper amongst their competitors. Many military organizations have declared a renewed focus towards organizational agility. The goal of this research is to isolate the variables needed to measure organizational agility (OA) in military organizations, allowing for the future development of a suitable method to measure OA without the need to interact with outside organizations. This article begins by providing a suitable and formal definition of organizational agility by exploring and analyzing relevant scholarly literature on the subject. Related terms, such as organizational resiliency, flexibility, robustness, versatility, and adaptability are also explored to examine their definition boundaries and any overlapping areas. Existing methods to measure organizational agility are examined and summarized, and the current limitations to their application are highlighted. Previous studies to find characteristics associated with organizational agility were also examined, and an initial set of 88 organizational agility characteristics was built. Since these included possible redundant or overlapping characteristics, the Q-sort method was employed to discover, analyze, and eliminate redundant items from the dataset, ultimately resulting in 64 unique characteristics. The result is a suitable definition for organization agility applicable to military organizations and a list of potential associated characteristics that summarizes related research to date. This groundwork establishes the foundation to conduct a multi-organization study to further refine the characteristic list and ultimately develop a method to measure organizational agility.
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Palovac, Vladisik. "Factors Determining the Strength of Organizational Culture from Togetherness, Intensity and Morale." International Journal Papier Public Review 1, no. 2 (2020): 26–30. http://dx.doi.org/10.47667/ijppr.v1i2.16.
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This article discusses the factors that determine the strength of public organizational culture in terms of togetherness, intensity and morale. The method used is a mix of methods or a mixture of qualitative and quantitative. Togetherness increases if work is done together outside the room, but morale has the same inside and outside the room, but togetherness will be high if work activities are carried out outside. Organizational culture is a reflection of the formal and informal organizations formed within the organization concerned. Togetherness and group dynamics, namely encouraging their work not to be individualized and the center of power not in one hand. The main step that we really need to do is to select the best seeds or the best employees to be united into a team. However, keep in mind that good employees don't mean they don't have any shortcomings.
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Levine, David P. "The fantasy of inevitability in organizations." Human Relations 54, no. 10 (2001): 1251–65. http://dx.doi.org/10.1177/a019194.
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This article explores the fantasy that an organization must exist, that the world outside cannot go on in its absence, and that the organization is somehow woven into the fabric of society so as to make it inevitable. Inevitability is part of a grandiose fantasy expressed in the idea that, however many competitors the organization may face, it remains the one true organization, while the others must be judged false claimants. Operation of the fantasy suggests, therefore, the presence of a narcissistic disturbance in the organization. Inevitability is contrasted with indeterminacy, which expresses the organization's capacity to suspend assumptions and preformed knowledge about itself and its world. The article considers indeterminacy an emotional capacity and inevitability the result of the inability of the organization to have access to that capacity. The distinction between inevitability and indeterminacy is seen to have important implications for the possibility and nature of organizational change.
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Allen Milton, Sharlene A., Michael M. Sinclair, and Halaevalu Ofahengaue Vakalahi. "Organizational Identification: Perspectives of Dispersed Social Workers." Advances in Social Work 17, no. 2 (2017): 285–303. http://dx.doi.org/10.18060/21014.
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Human service organizations are often challenged to become more efficient while maintaining the quality of their services. As a result, more organizations have restructured, adopting the practice of dispersed work, which allows employees more freedom and flexibility to meet organizational goals outside of the traditional workplace. While dispersed work allows social workers to engage in work activities beyond the traditional office environment, it may also impact their sense of belonging to the organization. Eleven dispersed social workers were interviewed to understand how interaction via new communication technology impacts organizational identification. Overall themes gleaned from this study suggest that although dispersed social workers perceive themselves as having more autonomy and flexibility, they also can feel socially isolated and disconnected from their peers and supervisors, which may negatively impact organizational identification. Despite the enhanced efficiency that technology can bring, human service organizations must strive to understand the unintended consequences of a dispersed workforce.
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Noval Nasrudin, Mochamad. "Budaya organisasi sebagai kekuatan dan perspektif: Kuat dan lemah, Internal dan eksternal serta potensi pada organisasi "virtual"." JEBDEER: Journal of Entrepreneurship, Business Development and Economic Educations Research 1, no. 2 (2020): 103–8. http://dx.doi.org/10.32616/jbr.v1i2.225.
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The objectives of this study are: 1) to describe the characteristics of successful and unsuccessful organizations with regard to culture and its changes. 2) Describe the approach to internal and external variables of organizational elements that can be studied and can be used to predict organizational effectiveness. 3) Describe how the new form of organization, with regard to the concept of cultural strength. This study uses a qualitative approach examining cultural phenomena conducted through field studies and literature studies. Data were collected using literature study techniques and documentation studies. Secondary data source used. Data were analyzed using qualitative data analysis approaches and techniques. From the discussion it can be concluded that: 1) The characteristics of a successful organization have a strong and unique culture, including those that can enhance the organizational subculture. Organizations that fail have different work cultures, and past cultures prevent organizations from adapting to changing environments. 2) The internal variable approach assumes that culture is one of the organizational elements that can be studied and can be used to predict organizational effectiveness. Likewise, the external variable approach considers culture as a force outside the organization, such as a larger national cultural norm. 3) In the new organizational form, the concept of cultural power becomes very important. For example, we now see many "virtual" organizations with social networks, whose members rarely interact face-to-face and apply their culture to cyberspace. Even in this virtual organization, when groups make rules about position, or when members of certain organizations develop strength and status through interactions, it is also interesting how to shape the culture of the interactions.
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Riforgiate, Sarah E., and Michael W. Kramer. "The Nonprofit Assimilation Process and Work-Life Balance." Sustainability 13, no. 11 (2021): 5993. http://dx.doi.org/10.3390/su13115993.
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Nonprofit organizations are a context where workers’ passion and commitment to their work may make it more difficult to negotiate between professional work and private life demands. Challenges in navigating work and life are important issues for individual sustainability and influence organizational sustainability in terms of retention and organizational commitment. As new employees join an organization, they are socialized into the rhythm and norms of the workplace; therefore, early employment provides an important juncture to study how new employees come to understand work-life expectations. This qualitative study considers 55 interviews with new employees (employed six months or less) at a nonprofit social welfare organization which was concerned with high employee turnover. Participants described how they came to the organization, how they learned the expected behaviors for their positions and messages received from organizational members (e.g., supervisors and coworkers) and social groups outside of the organization (e.g., family and friends) pertaining to managing work and life responsibilities. Findings highlight the importance of communication, extend organizational assimilation concepts, and offer practical implications to enhance sustainability for organizations and employees.
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Wenhong, Zhang, Silei Chen, Yapu Zhao, and Beilei Dang. "Institutional Intrapreneurship Inside Organizations: Outside-In or Bottom-up?" Academy of Management Proceedings 2019, no. 1 (2019): 15916. http://dx.doi.org/10.5465/ambpp.2019.15916abstract.
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Pevehouse, Jon C. "Democracy from the Outside-In? International Organizations and Democratization." International Organization 56, no. 3 (2002): 515–49. http://dx.doi.org/10.1162/002081802760199872.
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Scholars and policymakers alike have recently begun to tout the ability of international organizations (IOs) to encourage and secure democracy throughout the world. Despite this stance, little theoretical attention or empirical investigation has attempted to ascertain why or whether this relationship truly exists. One challenge to answering this puzzle is that extant theories of international institutions do not generally delineate clear hypotheses about how IOs influence domestic politics. In this article, I address this paucity of both theory and empirical evidence. I delineate three causal mechanisms that link IOs to domestic actors' calculations about political liberalization and test the argument. I find that membership in regional IOs is correlated with transitions to democracy during the period from 1950 to 1992.
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Mustapha, Mazlina, and Ayoib Che Ahmad. "Inside and outside shareholders and monitoring: Evidence from developing country." Corporate Ownership and Control 8, no. 1 (2010): 62–75. http://dx.doi.org/10.22495/cocv8i1p6.
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This paper tests the effect of managerial (inside) and block-holders (outside) ownership in relation to agency theory in Malaysian business environment. This study tests the agency relationship in different culture and social contact and provides evidence whether agency theory in non-western organizations have equal impact in Asian organizations. Consistent with agency theory and the convergence of interest hypothesis, managerial ownership (insiders) in Malaysia indicate a negative relationship with the demand for monitoring. This finding may be due to the fact that as the managers are also the owners, there is less conflict, less information asymmetry and less hierarchical organization structure in the companies, which lead to lower monitoring costs. However, another ownership structure, outside block-holders appear to demand more monitoring. This positive relationship may be explained by their effort to compensate their lack of involvement in the daily transactions and internal decisions of the company, especially in the concentrated business environment in the country.
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Elvbakken, Kari Tove, and Hanne Foss Hansen. "Evidence producing organizations: Organizational translation of travelling evaluation ideas." Evaluation 25, no. 3 (2018): 261–76. http://dx.doi.org/10.1177/1356389018803965.
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In the 1990s and 2000s, the evidence wave in evaluation practice gained momentum first in medicine later in other policy fields. The evidence idea inspired actors in Scandinavia where evidence producing organizations were established. The aim of our study is to better understand these organizations and explore their characteristics in Denmark and Norway. We compare their organizational structures, stance towards ministries, resources and governance frameworks and analyse organizational change across time. Although the ideas of evidence-based policy and practice are common in the two countries, the organizations and context for evidence producing activities differ. Furthermore, in policy fields outside medicine the evidence movement is struggling to maintain support and resources.
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Cruz, Joelle. "Memories of trauma and organizing: Market women’s susu groups in postconflict Liberia." Organization 21, no. 4 (2014): 447–62. http://dx.doi.org/10.1177/1350508414527254.
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This study builds on social-constructionist approaches to organizational memory studies by exploring how traumatic memories reconstruct present-day organizing practices. Using African feminist ethnography, I explored how war memories shaped market women’s informal credit organizations called ‘susu groups’ in postconflict Liberia. Findings show that traumatic memories engender and sustain three organizing practices: idealization, amplification, and contraction. Idealization is the projection of an ideal type of organization after traumatic events have occurred. This practice enables members to suppress a painful past and start anew by collectively reinventing their organization. Amplification is the intensification of certain elements, which become the most important in the organizing process. Amplification can make negative experiences resonate more deeply than positive ones. Contraction is the propensity of organizations to close off from the outside world after trauma. In the case of susu groups, contraction accentuated an existing tendency toward secrecy. The study contributes to intersections of organizational memory studies and trauma and organizing scholarship by showing how memories linger and continue to shape organizations long after trauma.
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Spoelstra, Sverre. "Organizational brilliance: on blinding visions in organizations." Journal of Organizational Change Management 22, no. 4 (2009): 373–85. http://dx.doi.org/10.1108/09534810910967152.
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PurposeSeeing, one might say, is everything between black blindness and white blindness: between not seeing because of the absence of light and not seeing because of the blinding quality of light; between seeing nothing and “seeing” only that which produces vision (usually the sun or God). Within organizational literature, organizations have often been linked to black blindness. The purpose of this paper is to explore the idea of organizations as places of white blindness.Design/methodology/approachThis paper finds its inspiration in Saramago's novel Blindness but it does not offer an analysis or interpretation of the novel. It seeks an understanding of contemporary organizational phenomena by freely drawing upon some of Saramago's literary achievements.FindingsBlack blindness, e.g. the absence of vision through an extreme division of labour, is an important phenomenon in organizations but white blindness is getting more prevalent. Three causes of white blindness are identified and briefly discussed: the brilliant leader, the brilliant product and the brilliant employee.Originality/valueThe paper contributes to the literature on vision in and outside of organizations and crosses boundaries between a variety of disciplines, most notably leadership studies, consumer behaviour, Human Resource Management, philosophy and theology.
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Syahrul, Fathullah, Caroline Paskarina, and R. Widya Setiabudi Sumadinata. "The Political Orientation of Extra-Campus Student Organizations in the 2019 Presidential Election." Society 8, no. 2 (2020): 486–505. http://dx.doi.org/10.33019/society.v8i2.201.
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This research aims to analyze extra-campus student organizations' political orientation in the 2019 presidential election in Makassar city using the qualitative descriptive research methods approach. Data collection methods use in-depth interviews and literature studies. Informants selection using purposive sampling techniques. This research indicates that internal factors relate to the extra-campus student organization's internal conditions in the 2019 presidential election in Makassar city. These internal conditions include encouraging their cadres to mature politically and democratically, maintaining the neutrality and idealism of cadres, and keeping the nation and state integrity. Besides, they supervise the government by conducting dialogue and discussion. At the same time, they imply that the 2019 presidential election's political agenda is a learning arena and rejects practical politics and oversees the candidate's vision and mission and every government policy by conducting studies. External factors are related to the influence from outside the extra-campus student organization, namely the alumni organization. The eight extra-campus student organizations consisting of HMI, PMKRI, GMKI, GMNI, PMII, IMM, KAMMI, and GEMA Pembebasan stated no intervention to select one candidate pair in the 2019 presidential election in Makassar city based on alumni's organizational instructions. There are three political orientations in the extra-campus student organizations in Makassar city: first, cognitive political orientation, second, affective political orientation, and third, evaluative political orientation.
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Zafar, Ammad, and Ghazal Khawaja Hummayun Akhtar. "EFFECT OF SUCCESSION PLANNING ON ORGANIZATIONAL GROWTH." Journal of Social Sciences and Humanities 59, no. 1 (2020): 21–33. http://dx.doi.org/10.46568/jssh.v59i1.323.
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In today’s modern world, globalization has increased competition among the organizations. In order to meet competition every organization require high skilled work force. Organizations are becoming more dependent on skilled work force. Increase in competition has also been increasing the stress on employees that is causing hi gh turnover in organization. Increase in employee turnover and unavailability of skilled work force has an indispensable question on the future growth of organizations. Every organization has two ways to tackle this situation either to hire person for the vacant key position from outside or to promote employee within the organization. The Study aims to analyze the impact of succession planning on organizational growth and association of gender variation with growth of organization. A survey of 300 persons doing an official task under the management, were interviewed through questionnaire based on five points Likert scale and developed through pilot study. Convenience sampling was used to draw the sample including 150 males and 150 females. Logistic regression was used to calculate impact of succession planning on organizational growth. Result of the study reveals effective succession plan can help the organization to meet desire objectives. It has significant positive impact of 2.5 times on growth of organization by increasing number employees through accurate hiring and by retaining key personnel on key position. Study also concludes, gender variation has no association with growth of organization.
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Wang, Dan J., Hayagreeva Rao, and Sarah A. Soule. "Crossing Categorical Boundaries: A Study of Diversification by Social Movement Organizations." American Sociological Review 84, no. 3 (2019): 420–58. http://dx.doi.org/10.1177/0003122419846111.
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When do protest organizations borrow issues or claims that are outside their traditional domains? Sociologists have examined the consequences of borrowing claims across movement boundaries, but not the antecedents of doing so. We argue that movement boundaries are strong when there is consensus about the core claims of a social movement, which we measure by cohesion and focus. Cohesion and focus enhance the legitimacy of a movement and impede member organizations from adopting claims associated with other movements. Analyzing movement organizational activity at U.S.-based protest events from 1960 to 1995, we find that a social movement organization is less likely to adopt claims from other movements when the social movement in which it is embedded exhibits high cohesion and focus. However, when movement organizations do borrow claims, they are more likely to do so by borrowing from movements that themselves exhibit high cohesion and focus. We describe the application of our findings to organization theory, social movements, and field theoretic approaches to understanding social action.
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Goedurov, Renold. "Public Sector Organizations: Work Environment, Employee Behavior and Discipline." International Journal Papier Public Review 1, no. 2 (2020): 31–36. http://dx.doi.org/10.47667/ijppr.v1i2.17.
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This article discusses the literature review on Public Sector Organizations, especially in the Work Environment, Behavior and Employee Discipline. The external environment refers to the factors and forces that are outside the organization but affect organizational performance. The specific environment is external forces that have a direct impact on decision making. Discipline is the desire and awareness to obey organizational rules and social norms. Therefore, discipline is an important means of achieving goals, therefore discipline development is a very important part of management. Any management in its implementation requires discipline of all members of the organization. Discipline is also said to be a means of training and educating people on rules so that there is compliance and so that they can run in an orderly and orderly manner in the organization. The existence of an attitude of work discipline, the results of employee work will be good and maximum. Of course this will have a positive impact on the sustainability of the company. The work done in a disciplined manner by employees will contribute to the organization.
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Florea, Radu. "Change Management and the Role of Leadership in Facilitating Organizational Change in Corporate Takeovers." European Journal of Economics and Business Studies 4, no. 1 (2016): 68. http://dx.doi.org/10.26417/ejes.v4i1.p68-72.
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Facilitating organizational change depends to a great extent on the ability of the management team to coordinate the amendments related to a recent merger with another organization or to the takeover of a medium-sized company by a multinational organization. Change management is one of the most discussed topics in the study of organizations; modern companies that are constantly subjected to significant changes in order to adapt to market requirements need a management capable of developing the capacity to solve atypical problems and improve performance across their enterprises. In this regard, change management is the organization's orientation towards continuous development to improve results. This paper focuses on explaining the managerial role in modern organizations through the conceptual definition of management and by defining the principal element in organizational implementation, namely leadership. An organization can be brought to a desired status - significantly different from the actual one- only through optimum management of the change process; change management can thus be represented as the process of adapting the organization to the requirements imposed by an outside entity - in this case, a multinational organization that requires a different set of rules and procedures. This can be achieved through the development of leadership skills in management, in order to facilitate the change process specific to any takeover or corporate merger. The paper seeks to circumscribe leadership as a central element in facilitating the transition of the organization by acquiring and retaining organizational commitment. The new directions of leadership research as a reference for conceptual change management is defined respectively as transformational leadership and transactional leadership (Riaz and Haider, 2010).
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Khalid, Nadeem, and Dewan Md Zahurul Islam. "Coaching to Tackle COVID-19 Crisis: A Critical Review for Management Practitioners." Annals of Contemporary Developments in Management & HR 2, no. 4 (2020): 33–40. http://dx.doi.org/10.33166/acdmhr.2020.04.005.
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The current paper is an attempt to refresh the concept of coaching in the minds of scholars to help them address major issues affecting performance, psychological well-being, and behaviors of employees due to the COVID-19 Pandemic. The paper serves as an effort to help organizational researchers recall the concept of coaching and its benefits for people and their organizations during the current times. The work also aspires to encourage researchers to consider investigating coaching to provide objective results for policy and implications. The article provides information on the idea of coaching and the various explanations given by management and organizational practitioners. The paper also provides information on the purpose of coaching and why organizations need to understand the concept of coaching and the different types that are available both within and outside of the organizations. Important to state that the paper also discusses the benefits of coaching, which spotlights the need for coaching to be utilized by organizations. Lastly, the paper discusses how coaching can be particularly important in crises like COVID-19 Pandemic followed to guide and recommend organizations to make the use of it to overcome employee, organization, and performance-related issues.
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Clegg, Stewart R. "Radical Revisions: Power, Discipline and Organizations." Organization Studies 10, no. 1 (1989): 97–115. http://dx.doi.org/10.1177/017084068901000106.
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Typically, organization theorists have defined 'power' against 'authority' around the axis of 'legitimacy'. Power, thus regarded, is a 'capacity' grounded outside the authoritative structure of the organization. Organizations have typically been regarded as coherent and homogenous entities in which these capacities occur. Against these views, organizations are defined here as comprising locales, cross-cut by arenas, in which agencies, powers, networks and interests are constituted. Power is not a thing but a process constituted within struggles. Power is always embedded within rules: these cannot provide for their own interpretation independently of those agencies whose interpretations instantiate, signify or imply them. Specific disciplinary practices within organization studies prescribe these interpretations, but it is argued, they can provide no general theory of the organization.
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Sonenshein, Scott. "Business Ethics and Internal Social Criticism." Business Ethics Quarterly 15, no. 3 (2005): 475–98. http://dx.doi.org/10.5840/beq200515331.
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Abstract:The purpose of this paper is to present an understanding of business ethics based on a theory of internal social criticism. Internal social criticism focuses on how members of a business organization debate the meanings of their shared traditions for the purpose of locating and correcting hypocrisy. Organizations have thick moral cultures that allow them to be self-governing moral communities. By considering organizations as interpretive moral communities, I challenge the conventional notion that moral criticism is based primarily on exogenous moral principles delivered by outside critics. I describe an interpretive process of business ethics and develop a theoretical model of internal social criticism. I also propose that organizational identification serves as a mechanism for inducing ethical behavior. I conclude by calling for more research that understands the development and use of existing moral principles inside of organizations.
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Allameh, Sayyed Mohsen, Saeed Alinajimi, and Ali Kazemi. "The Effect of Self-concept and Organizational Identity on Organizational Citizenship Behavior ( A Case Study in Social Security Organization of Isfahan city)." International Journal of Human Resource Studies 2, no. 1 (2012): 175. http://dx.doi.org/10.5296/ijhrs.v2i1.1119.
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During the two recent decades, researchers of organizational behavior have paid special attention to extra-social behavior in organizations, and there has been specific focus on employees' affairs which are developed beyond formal job demands. Globalization era has created increased inter-individual mutual dependencies among organizations and groups. Thus, it has made more need for extra-social cooperation and interaction inside and outside the organizations. Therefore, organizational citizenship behavior plays a role in increasing the effectiveness and durability of the organization. The main purpose of this survey is to study the manner of impact of self-concept, and organizational identity on organizational citizenship behavior of employees of Social Security Corporation in Isfahan province and also to examine the existence of the balancing role of self-concept variable in the relationship between organizational identity and organizational citizenship behavior. This survey was conducted using descriptive-metrical method. Obtained results of this survey reveal that organizational citizenship behavior is affected by organizational identity, and self-concept; and each variable of organizational identity has positive correlation with organizational citizenship behavior. It means that by strengthening and improving the above variables it is possible to enhance organizational citizenship behavior. Also, results demonstrate that self-concept balances the relationship between organizational identity and organizational citizenship behavior.
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Fennefoss, Arvid. "Book Reviews : Göran Ahrne: Social Organizations. Interaction Inside, Outside and Between Organizations. London: Sage, 1994." Acta Sociologica 38, no. 4 (1995): 362–64. http://dx.doi.org/10.1177/000169939503800410.
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Greeson, Megan R., Jennifer Watling Neal, and Rebecca Campbell. "Using Social Network Analysis to Identify Successful Relationship Patterns Within Sexual Assault Response Teams (SARTs)." Violence Against Women 25, no. 8 (2018): 968–98. http://dx.doi.org/10.1177/1077801218801115.
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The current study used social network analysis (SNA) to examine relationships within three effective Sexual Assault Response Teams (SARTs) that coordinate the response of legal, medical, and advocacy organizations to sexual assault. Within each SART, organizations reported on each other member organization valuing their role, serving as a resource to their work, and communication outside of official meetings. Across the SARTs, there was high connectedness and reciprocity and low to moderate dependence on one organization to drive relationships. However, there was dependence on a subgroup of organizations to drive additional communication relationships. Implications for managing relationships in SARTs are discussed.
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Stanton, Cathy. "Outside the Frame: Assessing Partnerships between Arts and Historical Organizations." Public Historian 27, no. 1 (2005): 19–37. http://dx.doi.org/10.1525/tph.2005.27.1.19.
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Using as a case study a 2003 exhibit created jointly by the Massachusetts Museum of Contemporary Art (MASS MoCA) and Historic New England/Society for the Preservation of New England Antiquities, this article investigates collaborations between contemporary art museums and historical institutions, focusing on the place these organizations occupy in the culture-based "new economies" of many postindustrial places. While cautioning against the ways in which such projects can cast history in a purely aesthetic light while contributing to the socioeconomic inequities that characterize postindustrial economies, the article also argues that arts/history partnerships offer opportunities to create innovative critical statements and to reach new and diverse audiences.
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Hatamizadeh, Nikta, Mohammad Ahmadi, Roshanak Vameghi, and Mohammad Ali Hosseini. "Intellectual capital in rehabilitation organizations." Journal of Health Research 34, no. 3 (2020): 195–207. http://dx.doi.org/10.1108/jhr-04-2019-0077.
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PurposeThis paper aims to clear ambiguities regarding the definition of intellectual capital and its components in the evaluation of rehabilitation organizations.Design/methodology/approachA preliminary definition of intellectual capital and its three domains of human, relational and structural capital and separate lists of proposed components for each domain was developed based on the results of a previous study. Fourteen experts in rehabilitation, health management and management engaged in Delphi rounds to reach agreed-upon definitions. Their ideas on relevance and the measurements of each proposed component in the assessment of intellectual capital in rehabilitation organizations were gathered by a questionnaire.FindingsIntellectual capital was defined as “The capital that emerges from the interaction of human resources’ ‘ability to think’ and to ‘create ideas’ with ‘a favorable internal and external organizational environment’ (including the managerial, social, structural, and physical environment, as well as communication between the inside and outside of the organization).” This capital is expected to gradually increase with further education, skills training and the gaining of experience by staff and managers. Also, the further development of intra-organizational structures and inter-relations with the market will empower the organization to adapt to continually changing circumstances, leading to competitive value and profit. Finally, a list of 101 proposed components was agreed upon in the evaluation of intellectual capital in rehabilitation organizations.Originality/valueThis paper may lead to the development of measurement tools and ultimately to planning effective programs to increase intellectual capital in rehabilitation organizations.
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White, Stephanie. "“When It’s Outside of You”." Pedagogy 21, no. 1 (2021): 27–54. http://dx.doi.org/10.1215/15314200-8692615.
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Through classroom observations and semi-structured, text-based interviews, this study analyzes the impact of a service-learning first-year composition course on students’ rhetorical knowledge. Students’ own words are used to describe their transformative experiences related to academic writing and community service. As a result of what these students called their “investment” in community organizations, they began to see writing itself as advocacy. This article explains how this commitment to writing as advocacy motivated students to develop transferrable writing knowledge.
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Hagsall, Alon E., Niv Ahituv, and Nili Naveh. "Effective assimilation of technological innovation in an organization characterized ?as a Complex Adaptive System." Journal of Innovation Management 7, no. 2 (2019): 38–58. http://dx.doi.org/10.24840/2183-0606_007.002_0004.
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Purpose: Most organizations seek for innovative solutions to address tabulate changes and competition. However, each organization is required for rapid and effective processes of assimilating technological innovation into its operational activities. Consistent with previous studies, the aim of this study was to understand whether an organization characterized as CAS (Complex Adaptive System) could positively affect the process of assimilating technological innovation through supporting the development of knowledge workers. Such workers deal mostly with changes. Hence, they possess the ability to combine personal benefits with organizational goals, they are sensible to changes in the environment, they understand the integration of information required for such a process, and they need the ability to socialize among themselves.
 Design/methodology/approach: A sample of 300 employees in organizations of different sectors responded to an online questionnaire, which examined their attitude towards technological innovation in correlation with the level of organization's CAS characteristics. Pearson and regression analyses were used to examine the relationships between the functioning of the workers as CAS fractals[1] and their attitudes toward the process of assimilation of technological innovation.
 Findings: Workers who function as “fractals”, namely as knowledge-worker in organizations having the characteristics of CAS, were able to combine personal benefits with organizational goals. They had sensitivity to changes in the environment, integration of the information required for the process and the ability to socialize among themselves. These abilities of knowledge workers have significantly influenced the development of positive attitudes towards the process of assimilation of technological innovation, a better understanding of the technology and the advantages they gain from it, which make them ready to be involved in the process.
 Practical implications: The practical contribution of this study is the ability to best portray the characteristics of an optimal work environment in an organization that wishes to undergo assimilation processes, technological innovation, management and dissemination of relevant knowledge for the organization's use. Such an organization is required to provide its employees with a degree of operational autonomy enabling them to interweave personal interests and organizational goals, and to be involved and to influence the processes of assimilating technological innovation in the organization. The organization should also maintain a high level of updating, transparency, and transfer of knowledge from outside into the organization. In addition, investment in information systems for the information integration provides the employees with the possibility of social networking during their work.
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Gibson, Carter, Jay H. Hardy III, and M. Ronald Buckley. "Understanding the role of networking in organizations." Career Development International 19, no. 2 (2014): 146–61. http://dx.doi.org/10.1108/cdi-09-2013-0111.
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Purpose – The purpose of this paper is to review and synthesize research and theory on the definition, antecedents, outcomes, and mechanisms of networking in organizations. Design/methodology/approach – Descriptions of networking are reviewed and an integrated definition of networking in organizations is presented. Approaches for measuring and studying networking are considered and the similarities and differences of networking with related constructs are discussed. A theoretical model of the antecedents and outcomes of networking is presented with the goal of integrating existing networking research. Mechanisms through which networking leads to individual and organizational outcomes are also considered. Findings – Networking is defined as goal-directed behavior which occurs both inside and outside of an organization, focussed on creating, cultivating, and utilizing interpersonal relationships. The current model proposes that networking is influenced by a variety of individual, job, and organizational level factors and leads to increased visibility and power, job performance, organizational access to strategic information, and career success. Access to information and social capital are proposed as mechanisms that facilitate the effects of networking on outcomes. Originality/value – Networking is held to be of great professional value for ambitious individuals and organizations. However, much of the research on networking has been spread across various disciplines. Consequentially, consensus on many important topics regarding networking remains notably elusive. This paper reviews and integrates existing research on networking in organizations and proposes directions for future study. A comprehensive definition and model of networking is presented and suggestions to researchers are provided.
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Krishnan, Ranjani, Michelle H. Yetman, and Robert J. Yetman. "Expense Misreporting in Nonprofit Organizations." Accounting Review 81, no. 2 (2006): 399–420. http://dx.doi.org/10.2308/accr.2006.81.2.399.
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We examine whether nonprofit organizations understate fundraising expenses in their publicly available financial statements. A large body of anecdotal evidence notes that an inexplicable number of nonprofits report zero fundraising expenses. We provide empirical evidence that the zero fundraising expense phenomenon is at least partly due to inappropriate reporting. We then examine to what extent these misreported expenses are the result of managerial incentives. Prior research finds an association between reported expenses and managerial compensation as well as the level of donations received. Using these findings we construct two incentive variables and find a positive association between misreporting behavior and managerial incentives. Our results also suggest that the use of an outside accountant reduces the probability that a nonprofit will misreport expenses, consistent with the use of an outside paid accountant increasing the reliability and usefulness of nonprofit financial reports. Finally, we find that SOP 98-2 reduced the probability that a nonprofit will misreport fundraising expenses.
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Hayes, Michael S., and Edmund C. Stazyk. "Mission Congruence: To Agree or Not to Agree, and Its Implications for Public Employee Turnover." Public Personnel Management 48, no. 4 (2019): 513–34. http://dx.doi.org/10.1177/0091026019829847.
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Previous studies within and outside of the field of public administration consistently find positive organizational outcomes when there is high compatibility or fit between employees and organizations—a concept now widely known as person–organization fit. Previous public administration scholars have established the link between employees’ person–organization fit perceptions and employee turnover intention. However, no previous study has examined whether there is a link with actual turnover. This study addresses this gap in the literature on public sector employee fit by examining the relationship between one particular type of fit—mission congruence—and public employee turnover. Using nationally representative data on public school teachers, we find that teachers in U.S. schools who perceive themselves to be compatible with their organizations’ central mission are at least 11% more likely to remain at their current school. Results are discussed in terms of their implications for research and practice.
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Javadi, Mohammad Hossain Moshref, Maedeh Rabbanimehr, and Majid Foruzan. "Designing a Model for Processes Reengineering through Applying Agility Enterprise Architecture Framework and Priority of its Implementation Phases." International Journal of Human Resource Studies 2, no. 4 (2012): 238. http://dx.doi.org/10.5296/ijhrs.v2i4.2934.
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In the current condition of the world and with regards to the world competition, organizational existence has become the most important problem of the managers. The success secret of current organizations depends on setting their ultimate goals and objectives outside of the organization. In another word, in a safe organization, goal is to serve its customers. In this regard, the meaning of agility is to reach customer’s wants and desires by wastages elimination in all sections of the organization. Therefore, sometimes an organizations in order to reach such objectives need to implement fundamental changes.Agility enterprise architecture is an architectural framework for organizational reengineering in designing, developing, integrating and performing a agility organization in applying systems engineering methods. With regards to the discussion of information technology and systems engineering in today’s organizations which is considered important. In this article, it is tried to study processes reengineering with the use of agility enterprise architectural reengineering framework with focusing on competitive intelligence and its practical phases. Eventually, reasons for importance of agility enterprise architecture, summary and results along with propositions will be explained. The research results indicated that the proposed framework has some benefits which among the most important ones are: Improvement quality in organization, delivering just in time of goods, enhancing customer satisfaction, wastages elimination and as a results decreasing costs. Overall, the benefits gained from this model can create stability in the world competition.Key words: Processes reengineering, enterprise architecture, agility production, competitive intelligence, AHP
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Shenkar, Oded. "Rejoinder to Clegg and Higgins." Organization Studies 10, no. 1 (1989): 117–22. http://dx.doi.org/10.1177/017084068901000107.
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This paper is a response to criticism raised by the 'radical' school against an 'orthodox' science of organizations. By focussing the debate on an empirical case used by the 'radicals', that of Chinese organizations during the Cultural Revolution, the paper rejects the 'radical' argument as having no empirical support. A 'radical fallacy' which attempts to delegitimize macro-organizational analysis outside the Marxist framework is highlighted.
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Ou, Xiangli. "Cultural Comparison of Students’ Union Construction between Universities Inside and Outside Mainland China." Asian Social Science 14, no. 2 (2018): 126. http://dx.doi.org/10.5539/ass.v14n2p126.
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The higher education has developed a new normal, which has brought both new opportunities and requirements on the progress of students’ union at universities. Through the comparison of students’ union construction between universities inside and outside mainland China, this paper analyzes student organizations of universities in terms of their development, establishment and approval, organizational structure, forms of activities and financial source and differences of management and development, drawing on the successful experience of which, the paper introduced suggestions to student organizations on the following aspects: improving management and system establishment for healthy development; increasing investment and support to strengthening engagement in society and innovating the contents of activities with characteristics for high quality; establishing an international communication platform while opening up for development. With all these efforts, this paper hopes to provide reference on the ways of building students’ unions of universities in mainland China.