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Journal articles on the topic 'Successful organizations'

Author: Grafiati

Published: 21 August 2021

Last updated: 29 July 2025

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1

Tirmahi, Hajar, and Sara Rezapour. "Organizational Entrepreneurship : Competitive Advantage of Successful Organizations." Academic Journal of Research in Economics and Management 1, no. 1 (2013): 27–33. http://dx.doi.org/10.12816/0006496.

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Ikeda, Kazuaki, and Anthony Marshall. "How successful organizations drive innovation." Strategy & Leadership 44, no. 3 (2016): 9–19. http://dx.doi.org/10.1108/sl-04-2016-0029.

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Purpose The authors analyze IBM research and outline how the most successful established organizations approach innovation and prescribe specific strategies that can help all organizations innovate like an outperformer. Design/methodology/approach In a 2014 survey of more than 1,000 C-suite executives and their direct reports, we found that the most successful organizations approach innovation differently. Findings The top six percent of organizations in both operating efficiency and revenue growth pursue distinct strategies in innovation organization, culture and process. Practical Implicatio

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Welch, Teresa D., and Todd B. Smith. "Strategic Planning." Nursing Administration Quarterly 47, no. 4 (2023): 283–88. http://dx.doi.org/10.1097/naq.0000000000000597.

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Successful organizations depend on strategic thinkers who understand strategic planning and strategic management. These strategic leaders can proactively manage the constant environmental changes to position their organizations for a competitive advantage and avoid acting in a reactive and defensive manner. However, while organizations are often adept at developing extensive strategic plans, implementation of the plan is often poor or without a definitive strategy. This article addresses key strategies for successful implementation of changes to bring about sustainable cultural change in an or

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Reiss, Tsvi. "Implementing Organizational Change in Business Organizations." International Journal of Innovative Science and Research Technology (IJISRT) 9, no. 12 (2024): 1503–12. https://doi.org/10.5281/zenodo.14565183.

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In today’s dynamic and complex business landscape, organizations must adapt and alter their operations to remain competitive and ensure survival. Consequently, effective organizational change is crucial. However, the implementation of such changes comes with associated risks and costs. Many companies encounter challenges during the change process, often falling short of their objectives; studies indicate that 60-70% of change initiatives may not meet management’s expectations. This study explores the challenge of effective change, focusing on leadership and employee strategies for

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Pfeffer, Jeffrey. "Seven Practices of Successful Organizations." California Management Review 40, no. 2 (1998): 96–124. http://dx.doi.org/10.2307/41165935.

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Pfeffer, Jeffrey. "Seven Practices of Successful Organizations." California Management Review 40, no. 2 (1998): 96–124. http://dx.doi.org/10.1177/0008125619884002001.

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Nafei, Wageeh A. "Organizational Silence: A Barrier to Job Engagement in Successful Organizations." International Business Research 9, no. 4 (2016): 100. http://dx.doi.org/10.5539/ibr.v9n4p100.

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<p><strong>Purpose: </strong>Although the phenomenon of Organizational Silence (OS) is widely seen in organizations, there is little empirical evidence regarding its nature and components. The purpose of this research is to identify the types of OS and its effects on JE at Menoufia University Hospitals in Egypt.</p><p><strong>Design/methodology/approach</strong>: To assess OS, refer to (OS questionnaire, Schechtman, 2008; Brinsfield, 2009) and JE (JE questionnaire, Rich et al., 2010). Five dimensions of OS are constructed and measured in order to exami

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Astafeva, N. "Research and development of needs organizations in information." Management and Business Administration, no. 4 (December 20, 2021): 145–56. http://dx.doi.org/10.33983/2075-1826-2021-4-145-156.

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In today's rapidly changing environment, the ability of organizations to sense these changes and respond appropriately to them in order to maintain successful functioning is relevant. An important role in any organization is played by the information management process, which provides the organization with timely and reliable data. The basic capabilities that support the organization's ability to search, acquire, process and use relevant information for the organization are investigated. The technology of development of the subprocess of managing the need for information and a set of proposals

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Kilkelly, Eddie. "Creating leaders for successful change management." Strategic HR Review 13, no. 3 (2014): 127–29. http://dx.doi.org/10.1108/shr-01-2014-0004.

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Purpose – The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders. Design/methodology/approach – The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change. Findings – Change initiatives are mor

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Tsolaki, Christina. "Successful organizations and effective “Talented” management." International Journal of Research in Human Resource Management 4, no. 2 (2022): 25–30. http://dx.doi.org/10.33545/26633213.2022.v4.i2a.110.

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Gately, James H. "Qualities of Successful Investment Management Organizations." ICFA Continuing Education Series 1988, no. 4 (1988): 10–15. http://dx.doi.org/10.2469/cp.v1988.n4.3.

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Shonhiwa, Dr Caxton. "Forms of Innovation for Successful Organizations." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 4, no. 3 (2018): 25–27. http://dx.doi.org/10.36344/ccijhss.2018.v04i03.001.

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If innovation comes in a variety of shapes and sizes and is used by different people to mean different things, then making coherent sense of the subject is not an easy task. Grouping innovations into categories can help. Essentially, by putting innovations in groups, it should make it easier to make sense of innovation as a whole simply because one can then take each group in turn and subject it to detailed scrutiny. If it is easier to make sense of a small group than large one, then we should be on the way to making sense of innovation.

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Shonhiwa, Dr Caxton. "Forms of Innovation for Successful Organizations." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 4, no. 3 (2018): 25–27. http://dx.doi.org/10.36344/ccijhss.2018.v04i03.001.

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If innovation comes in a variety of shapes and sizes and is used by different people to mean different things, then making coherent sense of the subject is not an easy task. Grouping innovations into categories can help. Essentially, by putting innovations in groups, it should make it easier to make sense of innovation as a whole simply because one can then take each group in turn and subject it to detailed scrutiny. If it is easier to make sense of a small group than large one, then we should be on the way to making sense of innovation.

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Martin, Graham. "Characteristics of Successful Health Care Organizations." Health Manpower Management 20, no. 1 (1994): 35–40. http://dx.doi.org/10.1108/09552069410053830.

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Ranjan, Jayanthi, and Vishal Bhatnagar. "Principles for successful aCRM in organizations." Direct Marketing: An International Journal 2, no. 4 (2008): 239–47. http://dx.doi.org/10.1108/17505930810931035.

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Riak PhD, Gabriel Alier, and Dut Bol Ayuel Bill. "THE IMPORTANCE OF ORGANIZATIONS PERFORMANCE ON ORGANIZATIONAL GROWTH." IJRDO - Journal of Social Science and Humanities Research 8, no. 11 (2022): 79–80. http://dx.doi.org/10.53555/sshr.v8i11.5376.

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Accurate and appropriate measurement of performance is a critical element in entrepreneurship research (Aktan, Bulut, 2008). According to Achemfuor,(2012), a well-organised system of performance measurement may be the single most powerful mechanism at management’s disposal to enhance the probability of successful strategy implementation. In many of the studies in the field of strategic entrepreneurship, firm performance is defined as a dependent variable and the entrepreneurship activity of the firm is considered an independent variable. There is strong agreement among the researchers that the

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Ravnikar, Franc. "The Impact of Managers on Successful ERP Implementation." Organizacija 43, no. 4 (2010): 186–96. http://dx.doi.org/10.2478/v10051-010-0018-x.

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The Impact of Managers on Successful ERP ImplementationLately, Enterprise Resource Planning (ERP) has been implemented in public organizations and organizations without competition in the marketplace. It is the ERP system that is almost as badly needed for the competitiveness and success of those organizations in the marketplace. The main reason lies in the fact that operating costs have to be reduced and the optimization of business processes is an option which nowadays is normally implemented together with new ERP. The success rate of ERP implementation remains very low with up to a 90% fail

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Rurka, Marissa M., and Melissa L. Riba. "Organizations’ Perspectives on Successful Aging with Long-Term Physical Disability." Disabilities 3, no. 2 (2023): 217–34. http://dx.doi.org/10.3390/disabilities3020015.

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In recent decades, there has been considerable discussion surrounding what it means to age successfully, and what supports, services, and programs are needed to facilitate successful aging. Rehabilitation scholars advocate for models of successful aging that take into account the unique needs and priorities of those aging with long-term physical disability. The aim of this study is to explore how organizations that serve those with physical disability define successful aging for this population, and whether their understanding of successful aging is consistent with the needs and priorities ide

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Straker, Karla, and Erez Nusem. "Designing value propositions: An exploration and extension of Sinek’s ‘Golden Circle’ model." Journal of Design, Business & Society 5, no. 1 (2019): 59–76. http://dx.doi.org/10.1386/dbs.5.1.59_1.

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Organizations feel compelled to tell us ‘what’ they do, without first explaining ‘why’ they do it. Part of the design process is first understanding the need (the why) before focusing on the outcome (the what). An organization’s ‘why’, if successful, can inspire employees and customers to buy-in long term, by resonating on a deeper, emotional level. Sinek’s ‘Golden Circle’ concept has been used to analyse 100 organization’s value propositions across sixteen industries to understand how they are currently communicating their what, how and why. Findings revealed that only 24 per cent of organiza

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Jumasheva, Gulnara Khamidullayevna, and Shakhribanu Erpolatovna Daniyarova. "ORGANIZATION OF HOLIDAY MATINEES IN PRESCHOOL EDUCATIONAL ORGANIZATIONS." Multidisciplinary Journal of Science and Technology 5, no. 4 (2025): 923–28. https://doi.org/10.5281/zenodo.15285389.

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The organization of holiday matinees in preschool educational organizations is a crucial aspect of early childhood education, aiming to foster creativity, socialization, and cultural awareness in young children. Holiday celebrations provide an opportunity for children to experience the joy of communal activities, enhance their emotional development, and learn about traditions and customs. This article examines the importance of holiday matinees, the key aspects of their organization, and the benefits they offer to both children and educators. It also explores the challenges faced by educators

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Asadian, Elnaz, Robert M. Leicht, and John Messner. "A Comparative Analysis of Lean Approaches Among Trade-Contractors." Lean Construction Journal 2023 (December 31, 2023): 41–68. http://dx.doi.org/10.60164/5yx6ufx7x.

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Question: Q1) What capabilities assist trade contractors in successfully implementing Lean Construction? Q2) How do different trade contractor organizations implement and sustain lean practices and initiatives? Q3) What distinguishes excellent adopters from their peers? Purpose: The purpose of this paper is to compare how trade contractors adopt and sustain lean processes, training, and methods, based upon a framework of Lean Construction principles in their organizations. Research Method: Seven case studies were selected from successful lean adopters among trade contractor companies to illust

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Yurasova, М. V. "Measuring the communication field of a successful organization." Communicology 12, no. 2 (2024): 111–23. http://dx.doi.org/10.21453/2311-3065-2024-12-2-111-123.

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The article examines the practical aspects of measuring communication in modern organizations. The author reveals approaches to assessment, measurement and monitoring based on her professional experience in the area. The author reveals the new possibilities for generating reports on existing communications based on the Model of the Government of the Russian Federation in the field of quality. The purpose of the study is to construct criteria and indicators, both external and internal, to measure the effectiveness of providing information about the organization activities. The study was conduct

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Berndtsson, Mikael, Christian Lennerholt, Thomas Svahn, and Peter Larsson. "13 Organizations' Attempts to Become Data-Driven." International Journal of Business Intelligence Research 11, no. 1 (2020): 1–21. http://dx.doi.org/10.4018/ijbir.2020010101.

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Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage

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Ermishina, E. B. "CORPORATE CULTURE AS FUNDAMENTAL FACTOR OF SUCCESSFUL ORGANIZATION DEVELOPMENT." Scientific bulletin of the Southern Institute of Management, no. 1 (March 30, 2017): 56–62. http://dx.doi.org/10.31775/2305-3100-2017-1-56-62.

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In article questions of forming of a corporate culture as tool of the strategic development of the organization directed to increase in competitiveness of the organization are considered. The corporate culture of the organization determines a vector of its development, allows to smooth a harmonization problem of the individual purposes with a common goal of the organization, creates the general cultural space including values, regulations and behavioral models divided by all employees. The corporate culture can influence success of the organization, than other factors more. Strong corporate cu

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Ismail, Mohd Nazzari, and Shreen Ahmad. "FACTORS AFFECTING EFFECTIVENESS OF CHANGE INITIATIVES: Evidence from Malaysian Firms." Gadjah Mada International Journal of Business 5, no. 1 (2003): 33. http://dx.doi.org/10.22146/gamaijb.5393.

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This paper investigates various system models and change guidelines that deal with the dynamics of successful change. It seeks to find out whether Malaysian organizations which have achieved successful change outcomes would have also managed the change process in accordance to the general guidelines derived from the literature on effective management of change. Primary data for this study was obtained by conducting a mailed questionnaire survey among executives and managers of seventeen Malaysian organizations. The main method of analysis is by looking at the correlation between an organizatio

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Blum, Terry C., and Paul M. Roman. "Purveyor Organizations and the Implementation of Employee Assistance Programs." Journal of Applied Behavioral Science 24, no. 4 (1988): 397–411. http://dx.doi.org/10.1177/002188638802400407.

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Employee assistance programs (EAPs) have diffused rapidly, but few studies have examined the processes of this diffusion, and most of these have focused on the characteristics of the organizations adopting EAPs. This article addresses the “purveyor organizations ” that market EAPs to others. The authors hypothesized that the greater the purveyor organization's integration of and managerial control over its subunit for EAP service delivery, the more supportive relationships the purveyor organization has with treatment organizations within its community, and that the higher its level of sociopol

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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 or

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Aldoseri, Abdulaziz, Khalifa N. Al-Khalifa, and Abdel Magid Hamouda. "Methodological Approach to Assessing the Current State of Organizations for AI-Based Digital Transformation." Applied System Innovation 7, no. 1 (2024): 14. http://dx.doi.org/10.3390/asi7010014.

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In an era defined by technological disruption, the integration of artificial intelligence (AI) into business processes is both strategic and challenging. As AI continues to disrupt and reshape industries and revolutionize business processes, organizations must take proactive steps to assess their readiness and capabilities to effectively leverage AI technologies. This research focuses on the assessment elements required to evaluate an organization’s current state in preparation for AI-based digital transformation. This research is based on a literature review and practical insights derived fro

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Ivanova, Natalia, Anna Klimova, and Warren Thorngate. "Generalists’ career in modern organizations and education: Theoretical review." Organizational Psychology 13, no. 2 (2023): 158–73. http://dx.doi.org/10.17323/2312-5942-2023-13-2-158-173.

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Purpose. In this article, we continue to analyze the actual problem of modern organizations, which is associated with changing forms of professionalism and the place of a professional in the organization. In conditions of uncertainty and socio-economic changes, the so-called universal professionals are of increasing interest, who demonstrate a focus on a wide range of tasks they solve and activities they perform. Findings. It is shown that specialists of a wide profile are increasingly indemand today in organizations and society. They are the most important resource for the organization’s adap

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Hietajärvi, Anna-Maija, Kirsi Aaltonen, and Harri Haapasalo. "What is project alliance capability?" International Journal of Managing Projects in Business 10, no. 2 (2017): 404–22. http://dx.doi.org/10.1108/ijmpb-07-2016-0056.

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Purpose Project alliancing – a project delivery model used in delivering complex projects – demands new organizational capabilities for successful project implementation. The purpose of this paper is to define the concept of project alliance (PA) capability and to identify the elements that constitute an organization’s PA capability. Design/methodology/approach This study provides empirical evidence of PA capability based on an investigation of participants’ experiences of Finnish construction and infrastructure alliance projects. The adopted research approach is qualitative and inductive. Fin

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Ring, Jeffrey M. "Natural Facilitators: A Key to Successful Organizations." Family Medicine 53, no. 5 (2021): 387–88. http://dx.doi.org/10.22454/fammed.2021.330540.

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Friday, Shawnta S. "Building successful multicultural organizations: Challenges and opportunities." Organizational Dynamics 24, no. 4 (1996): 88–89. http://dx.doi.org/10.1016/s0090-2616(96)90017-0.

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Kimble, Chris. "Successful knowledge management in high‐sociability organizations." Global Business and Organizational Excellence 39, no. 3 (2020): 38–44. http://dx.doi.org/10.1002/joe.21993.

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Matriano, Maria Teresa. "Organization’s Characteristics that Facilitate the Innovation Process and Techniques- Case of Oman." Advances in Social Sciences Research Journal 8, no. 7 (2021): 317–22. http://dx.doi.org/10.14738/assrj.87.10517.

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Many global organizations today have shown tremendous growth year after year and the measure of their success is beyond what the competition has achieve. The most common characteristic of the globally successful organizations is their continuous engagement in innovation that not only changes the playing field in the competition, but also creates a disruption in which the influence of the innovation impact social, economic, and political dynamics of the modern world. Facilitating innovation requires strategic approach by organizations in the processes of implementation. Some of the key characte

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Mitrofanova, I. P., and A. S. Alekseeva. "Perspective directions of organizational management development." Vestnik Universiteta, no. 10 (December 6, 2023): 20–28. http://dx.doi.org/10.26425/1816-4277-2023-10-20-28.

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The problem of quality management with the emergence of new resources and opportunities should always be associated with the processes of organizations continuous improvement, for which it is important to create sustainable value with ecosystem orientation and quality management in all areas of activity through the application of best practices, standards, methodologies, and improvement tools. The article highlights methods of building a successful organization based on the newly built EFQM model of quality. The new ideology of the improvement model has been analyzed and main components of org

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Widjaja, Marco, and Wahyu Sardjono. "EFFECTS AND SUCCESS FACTORS OF ENTERPRISE RESOURCE PLANNING IMPLEMENTATION ON ORGANIZATIONAL PERFORMANCE: A SYSTEMATIC LITERATURE REVIEW." Journal of Management : Small and Medium Enterprises (SMEs) 17, no. 2 (2024): 465–77. https://doi.org/10.35508/jom.v17i2.13290.

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The rapid development of information technology today has prompted organizations or companies to invest in and implement information technology. Enterprise Resource Planinng (ERP) implementation is one such investment or information technology-related implementation. ERP implementation is carried out to assist organizations or companies in achieving their business goals. However, implementing ERP within an organization or company is not an easy task and comes with consequences that must be faced if the implementation fails. This study wants to identify the elements that affect whether ERP inst

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Abou-Moghli, Azzam A. "Significance of Strategic Management in the Development of International Businesses-A Visionary Approach." International Journal of Business Administration 9, no. 5 (2018): 71. http://dx.doi.org/10.5430/ijba.v9n5p71.

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Organizations face endless obstacles for the protection of current marketplace and market shares. Strategic management act as a contributing factor to make stream of movements towards sustainable successive operational business development in the international business. Therefore, the present study has discussed the significance of strategic management in the development of international businesses. The study results have shown that existing financial institutions are improved and new firms within international market are emerged as a result of rapid development of financial market. The succes

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Persaud, D. David, and Matthew Murphy. "The ELIAS framework: A prescription for innovation and change." Healthcare Management Forum 34, no. 1 (2020): 56–61. http://dx.doi.org/10.1177/0840470420950361.

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Healthcare is a complex adaptive system with multiple stakeholders and dynamic environments. Therefore, healthcare organizations must continuously learn, innovate, adapt, and co-evolve to be successful. This article describes a systematic, comprehensive, and holistic performance management framework that healthcare managers can use to achieve these goals. The framework involves the ongoing assessment, modification, or replacement of current programs or services aimed at adapting successfully to achieve the organization’s strategic objectives. This is engendered by the presence of a culture tha

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Efremova, Elena I., Elena I. Zatsarinnaya, and Anna A. Soloshenko. "Internal control system as a fraud management element in the company." E3S Web of Conferences 449 (2023): 04007. http://dx.doi.org/10.1051/e3sconf/202344904007.

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The article examines the internal control system as an element of countering and combating corporate fraud in the organization, analyzes the possible risks of malicious actions in the organization strategic areas. The methods of internal fraud management in the organization are proposed. Internal control is a set of methods whose task is to evaluate the results of the organization’s work, as well as control of the protection mechanism, which is aimed at preventing fraudulent actions, potential errors and violations. Internal control prevents falsification of accounting statements. Accounting a

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Ali, P. Mohamed, Ramasamy Raju, Ambika M. Raja, M. Sulaiman Ali, and Sanjeev S. Raja. "Influence of organization profile on the application of quality management tools and techniques." Management Science Letters 14, no. 2 (2024): 87–92. http://dx.doi.org/10.5267/j.msl.2023.10.001.

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Effective application of tools and techniques is critical for successful Total Quality Management (TQM) implementation. The influence of organization profile on the application of TQM tools and techniques and outcomes is investigated in Indian organizations. Correlation analysis and ANalysis Of VAriance (ANOVA) are utilized for the research. Tools and techniques are found having significant relation to the outcomes of implementation. Organization’s age, size, and turnover significantly influenced the TQM results. Organization’s size and turnover significantly influenced the application of tool

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Bowen, Charles. "The Matrix Organization: Can the Human Factors Specialist Thrive or Merely Survive?" Proceedings of the Human Factors Society Annual Meeting 32, no. 13 (1988): 803–6. http://dx.doi.org/10.1518/107118188786762298.

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An increasing amount of Human Factors (HF) Specialists are providing their services through matrix organizations. If the Human Factors Specialist is to be successful, an understanding of recent organizational research involving matrix organizations is important. This paper differentiates among three basic types of organizations: the Functional organization, the Product organization, and the Matrix organization and examines the organizational pressures that force organizations to turn to a matrix organization. The advantages and disadvantages are explored. As the matrix structure grows in popul

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McAlearney, Ann Scheck, Cynthia Sieck, Jennifer Hefner, Julie Robbins, and Timothy R. Huerta. "Facilitating Ambulatory Electronic Health Record System Implementation: Evidence from a Qualitative Study." BioMed Research International 2013 (2013): 1–9. http://dx.doi.org/10.1155/2013/629574.

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Background. Ambulatory care practices have increasing interest in leveraging the capabilities of electronic health record (EHR) systems, but little information is available documenting how organizations have successfully implemented these systems.Objective. To characterize elements of successful electronic health record (EHR) system implementation and to synthesize the key informants' perspectives about successful implementation practices.Methods. Key informant interviews and focus groups were conducted with a purposive sample of individuals from US healthcare organizations identified for thei

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Crevani, Lucia, and Anette Hallin. "Performative narcissism: When organizations are made successful, admirable, and unique through narcissistic work." Management Learning 48, no. 4 (2017): 431–52. http://dx.doi.org/10.1177/1350507617692295.

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Dramatic stories of corporate crises appear in newspapers and magazines all over the world; one explanation offered by scholars has been that the affected organization suffered (literally) from narcissism. As responsible, ethical, non-narcissistic behavior is claimed to be crucial for management, the purpose of this article is to advance our knowledge about narcissism in organizations by developing an understanding of which organizational work enacts organizations as successful, admired, and unique. The dominant use of narcissism as a pathological condition limits the possibility to learn abou

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Shonhiwa, Dr Caxton. "Coming up with a Successful Innovation Process in an Organization." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 4, no. 3 (2018): 31–32. http://dx.doi.org/10.36344/ccijhss.2018.v04i03.003.

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Innovation is a collaborative process by which organizations abandon old paradigms and make significant advances. Innovative ideas come from several sources, including unreasonable demands or goals and time pressures. However, there are many blocks to innovation. An innovative idea is not helpful to an organization unless it is tested and implemented. The perfect solution is sometimes there; as a vision, a thought, a dream or just a wish. But it is often far too complex for an individual to take it into reality. There are many examples of individuals who have great ideas but do nothing with th

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Cunningham, J. Barton, and Janice Ho. "SUCCESSION IN ENTREPRENEURIAL ORGANIZATIONS: A COMPARISON OF SUCCESSFUL AND LESS SUCCESSFUL CASES." Journal of Small Business & Entrepreneurship 11, no. 3 (1994): 79–96. http://dx.doi.org/10.1080/08276331.1994.10600467.

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Krese, Katja, and Saška Đurić. "Doseganje uspehov z nadarjenostjo zaposlenih." Revija za univerzalno odličnost 10, no. 2 (2021): 123–35. http://dx.doi.org/10.37886/ruo.2021.032.

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Research Question (RQ): How can organizations achieve success with the talent of their employees? Purpose: The purpose and goal of the research are to determine the connection between the performance of organizations and the talent of employees in organizations and to determine what influences the search for and development of employee talent and, thus, ensures the achievement of competitiveness and success of the organization. Method: In the research, we used a quantitative method based on the analytical study. In the analysis, we used professionals from the scientific literature based on ach

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Megele, Claudia. "Resilient organizations turning challenges into opportunities." Human Resource Management International Digest 22, no. 5 (2014): 1–4. http://dx.doi.org/10.1108/hrmid-07-2014-0092.

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Purpose – The purpose of this paper is to argue that what divides winning and losing firms is their capacity for resilience – especially when facing economic challenges and reveals how to build organizational resilience. Design/methodology/approach – This paper explains that successful organizations use the need for substantial change to drive reforms that position them well to meet existing and future challenges. Findings – The positive potential of change and the importance of good communications in bringing it about have been explored. The need to invest in measures to increase the organiza

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Romanova, Irina V., and Alexander V. Igishev. "METHODS OF INTEGRATION OF INNOVATIVE PROJECTS AND DETERMINATION OF SUCCESSFUL IMPLEMENTATION OF INNOVATIONS IN THE ORGANIZATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 7/2, no. 148 (2024): 161–69. http://dx.doi.org/10.36871/ek.up.p.r.2024.07.02.019.

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The paper examines the methods and criteria used to assess the successful implementation of innovations in high-tech manufacturing organizations. The key factors infl uencing the success of innovative initiatives are considered. In addition, attention is focused on modern tools and methodologies that can be applied to systematically evaluate and manage the innovation process in an organization. The work off ers practical recommendations for organizations to improve the eff ectiveness of the implementation of innovative activity in organizations.

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Enadarlita. "Strategi Pemimpin Sebagai Agen Perubahan Dalam Meningkatkan Kinerja Organisasi." Jurnal Prajaiswara 1, no. 2 (2022): 84–94. http://dx.doi.org/10.55351/prajaiswara.v1i2.9.

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In an organization, performance assessment is very important because this assessment can be used as a measure of the success of the organization within a certain period of time. The assessment carried out can be used as input for improvement or enhancement of the performance of the organization concerned. Government organizations are public organizations that aim to meet the needs and interests of the public, so the performance of these public organizations can only be said to be successful if they are able to realize their goals and mission. The success of an organization in improving its per

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Pozzo, Heidi. "Creating a high performing organization in today’s data driven world." Strategic HR Review 17, no. 1 (2018): 11–16. http://dx.doi.org/10.1108/shr-11-2017-0074.

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Purpose The purpose of this paper is to outline what high-performing organizations do to achieve success. In today’s data-driven world, it is easy to get lost in the weeds and not achieve the results you desire. High-performing organizations have figured out how to create focus and leverage resources to achieve outsized results. The paper delves into organizations undergoing transformations and highlights what sets apart those that were successful from those that were not. Design/methodology/approach This paper is designed as a viewpoint paper that draws on observations made by the author. Cas

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