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Artículos de revistas sobre el tema "Organisational effectiveness"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

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

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

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2

Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.

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Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case stu

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3

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

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

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4

Ambrož, Milan, and Martina Praprotnik. "Organisational Effectiveness and Customer Satisfaction." Organizacija 41, no. 5 (2008): 161–73. http://dx.doi.org/10.2478/v10051-008-0018-2.

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Organisational Effectiveness and Customer SatisfactionThis paper presents a test of the relationship between organizational culture as a crucial indicator of organizational effectiveness and customer satisfaction using service-unit data from two health resorts. Ensuring survival of the service organisation in the long run requires adaptations which are oriented towards achieving maximum customer satisfaction. This study intended to unveil the effect organisational factors have on customer service orientation from the customer and employee point of view within a two health resort service settin

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5

Bieńkowska, Agnieszka. "Controlling Effectiveness Model — empirical research results regarding the influence of controlling on organisational performance." Engineering Management in Production and Services 12, no. 3 (2020): 28–42. http://dx.doi.org/10.2478/emj-2020-0017.

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AbstractThe article aims to explain how controlling influences an organisation as a whole, considering the job performance of employees and managers. It describes the development and verification of the Controlling Effectiveness Model, which characterises the impact, the place of each variable and the direction of each relationship in the effort to shape organisational performance. The hypothesis was verified with the help of empirical research, which was conducted with 264 organisations operating in Poland. The survey took place in October 2019. The authors of the article used the CAWI method

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6

Raghunath, K. Madhu Kishore, and S. L. Tulasi Devi. "Effectiveness of Risk Assessment Models in Business Decisions." International Journal of Sociotechnology and Knowledge Development 10, no. 2 (2018): 35–53. http://dx.doi.org/10.4018/ijskd.2018040103.

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Survival being the rationale for every organisation, there are infinite dynamics which contribute to every organisations growth and survival. Weighing in all the dynamics available, if organisations have to contemplate on the one which acts as catalyst for ultimate survival it is business decision making process. Risk is an inherent ailment that exacerbates organisational decision making ever since the dawn of industrialization, with their reach proliferating ever since. In the present article, the authors articulate the effectiveness of risk assessment models on key business decisions to test

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7

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

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

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8

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

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

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

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

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10

Boshoff, A. B. "Organisational phenomena which influence communication and effectiveness." Communicare: Journal for Communication Studies in Africa 3, no. 2 (2022): 50–59. http://dx.doi.org/10.36615/jcsa.v3i2.2153.

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An overview is given of the traditional or classical views of organisations and organisational functioning. Empirical findings about how organisations really function are presented. It is shown that the organisational model created by the traditional views about organisations is largely an idealisation. The communication problems which develop in organisations are examined in the light of the empirical findings about organisational functioning. A few guidelines for the improvement of communication are presented in the light of the material covered in the paper.

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11

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

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

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Downey‐Ennis, Kay, and Denis Harrington. "Organisational effectiveness in Irish health‐care organisations." Managing Service Quality: An International Journal 12, no. 5 (2002): 316–22. http://dx.doi.org/10.1108/09604520210442100.

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13

Jans, N. A., and J. M. Frazer-Jans. "ORGANISATIONAL CULTURE AND ORGANISATIONAL EFFECTIVENESS." Australian Journal of Public Administration 50, no. 3 (1991): 333–46. http://dx.doi.org/10.1111/j.1467-8500.1991.tb02294.x.

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

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

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15

Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.

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This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sect

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

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

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Shonhiwa, Dr Caxton. "Types of Conflicts That Affect the Effectiveness of Organisations." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 3, no. 2 (2017): 38–40. http://dx.doi.org/10.36344/ccijhss.2017.v03i02.002.

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Working in an organisation means to be involved in a conflict, as people working together have various personalities and different views on life. Consequently, they can’t avoid conflicts in the workplace. During the past 25 years, organisations have changed, so did their attitude to conflict management. Companies try to adopt a strategic approach to managing organisational conflicts.

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Mcbain, Richard. "The Effectiveness of Teamworking." Henley Manager Update 16, no. 4 (2005): 27–35. http://dx.doi.org/10.1177/174578660501600404.

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The importance of positive team working to organisational success has been long established. But how can organisations gain the most from existing teams and how can they build the best new teams? Richard McBain reviews the latest literature to suggest that the answer lies both in the psychological and the organisational factors that managers can influence.

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Fischbacher-Smith, Denis. "The dark side of effectiveness – risk and crisis as the “destroyer of worlds”." Journal of Organizational Effectiveness: People and Performance 1, no. 4 (2014): 338–48. http://dx.doi.org/10.1108/joepp-10-2014-0062.

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Purpose – This paper considers the dark side of organisational effectiveness and the processes by which and organisation can move into a state of crisis. The paper sets out a series of arguments around the relationships between people and processes and the manner in which they contribute to the incubation of crises within organisations. The purpose of this paper is to provide an introduction to many of the issues that are raised in this issue of the journal and calls for more research that explores the relationships between effectiveness and failure. Design/methodology/approach – The paper dra

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Knowles, M. C. "Improving Organisational Effectiveness Through Organisational Analysis." Australian Psychologist 32, no. 3 (1997): 197–201. http://dx.doi.org/10.1080/00050069708257381.

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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintena

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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintena

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23

Fischbacher-Smith, Denis. "Organisational ineffectiveness: environmental shifts and the transition to crisis." Journal of Organizational Effectiveness: People and Performance 1, no. 4 (2014): 423–46. http://dx.doi.org/10.1108/joepp-09-2014-0061.

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Purpose – The purpose of this paper is to explore the notion of effectiveness in the context of organisational crisis. It considers the “darker” side of organisational effectiveness by exploring the processes by which effectiveness can be eroded as an organisation moves from an ordered state, through a complex one, and into a state of chaos, or crisis. It brings together complementary literatures on risk, crisis management, and complexity, and uses those lenses to frame some of the key processes that allow organisations to transition to a state that shapes their inabilities to remain effective

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Zhao, Na, Congcong Lei, Hui Liu, and Chunlin Wu. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach." Sustainability 14, no. 15 (2022): 9070. http://dx.doi.org/10.3390/su14159070.

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As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model enc

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Redshaw, Bernard. "Evaluating organisational effectiveness." Industrial and Commercial Training 32, no. 7 (2000): 245–48. http://dx.doi.org/10.1108/00197850010379794.

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Ahmadinia, Hamed, Reza Daghani, and Jelowdar Hamid Molania. "The Impact of Control Levers in Organizing Organizational Operations." Impact of Control Levers in Organizing Organizational Operations, no. 6 (April 20, 2025): 15/25. https://doi.org/10.5281/zenodo.15252886.

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One of the key approaches to managerial control and enhancing transparency in organisations is the use of control levers. Governance levers, for instance, establish self-regulation as part of internal organisational governance. This not only reduces agency costs but also addresses conflicts of interest between management, shareholders, and other stakeholders. By aligning organisational structures with the interests of stakeholders and rights-holders, the value-creation process within the organisation is optimised. Control levers can also be seen as tools for the continuous monitoring and evalu

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Nienaber, Hester, and Nico Martins. "Exploratory study." TQM Journal 32, no. 3 (2020): 475–95. http://dx.doi.org/10.1108/tqm-05-2019-0151.

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PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of emplo

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

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

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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.

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PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private an

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N, Syamala. "A study on the significance of job satisfaction in organizations: A review in the present context." 'Journal of Research & Development' 15, no. 13 (2023): 151–57. https://doi.org/10.5281/zenodo.8149451.

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The purpose of this research study is to examine the value of job satisfaction in organisations in the current environment. A key element influencing employee motivation, output, and overall organisational success is job satisfaction. Understanding and resolving the elements that lead to job satisfaction have become more crucial in the current dynamic and competitive business environment. In order to explore the effect of work satisfaction on various organisational outcomes, this article reviews recent literature and empirical investigations. It then offers insights into the tactics that busin

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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.

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Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in t

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Philip, Mary, Shivganesh Bhargava, and Sebastian Valiaparampil Joseph. "Impact of Organisational Climate, Organisational Commitment, Occupational Commitment and Self-Efficacy on Organisational Effectiveness of Human Service Organisations." Theoretical Economics Letters 09, no. 05 (2019): 1299–315. http://dx.doi.org/10.4236/tel.2019.95084.

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Holbeche, Linda Susan. "Organisational effectiveness and agility." Journal of Organizational Effectiveness: People and Performance 5, no. 4 (2018): 302–13. http://dx.doi.org/10.1108/joepp-07-2018-0044.

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Purpose The purpose of this paper is to encourage innovation in our thinking about future organisation effectiveness. It is premised on the argument that the neo-liberal context that has dominated much of our thinking over the last 40 years is under pressure, with increasing polarisation and questioning about globalisation, and concern over our neglect of ethics and the environment. This questioning of business and society, and the development of digitisation in particular, will impact the way we should study organisation effectiveness. Notions such as flexibility, talent and organisation agil

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Karolis, Karolis. "The impact of the manager's emotional intelligence on organisational performance." Management Theory and Studies for Rural Business and Infrastructure Development 38, no. 1 (2016): 58–69. http://dx.doi.org/10.15544/mts.2016.6.

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The problem dealt with in the paper is the impact of manager's emotional intelligence (EI) on the economic, social, and ecological sides of the organisational activity and the qualitative criteria of the evaluation of the organisational performance from the viewpoint of sustainable development (SD) of the organisation. The aim of the paper is to justify the interrelationship of the EI of the manager of an organization and the performance of the organization in terms of its sustainable development. Methodology: to evaluate EI, the methodology proposed by J. N. Hall (2005) was adopted as a basis

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Ejumudo, Tobi Becky, and Kelly Bryan Ovie Ejumudo. "Organisational design and organisational effectiveness in Ecobank Nigeria Limited in Delta State." Research in Social Change 12, no. 2 (2020): 42–57. http://dx.doi.org/10.2478/rsc-2020-0008.

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Abstract The study examines the organisational design and organisational effeciveness in Ecobank Nigeria Limited in Delta State. The instrument used for data collection wasorganisational design questionnaire and the data were analyzed using chi-square. The findings of the study revealed that there is a significant relationship betweenpoor technology, inappropriate organisational size and staff mix as well as poor responsive and adaptive organisational (internal) environment and organisational effectiveness in Ecobank Nigeria Limited in Delta state. The study recommended that organisation shoul

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Fischbacher-Smith, Denis. "When organisational effectiveness fails." Journal of Organizational Effectiveness: People and Performance 4, no. 1 (2017): 89–107. http://dx.doi.org/10.1108/joepp-01-2017-0002.

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Purpose The purpose of this paper is to consider the nature of the business continuity management (BCM) process and to frame it within wider literature on the performance of socio-technical systems. Despite the growth in BCM activities in organisations, some questions remain as to whether academic research has helped to drive this process. The paper seeks to stimulate discussion within this journal of the interplay between organisational performance and BCM and to frame it within the context of the potential tensions between effectiveness and efficiency. Design/methodology/approach The paper c

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Negi, Pooja Singh, and R. C. Dangwal. "Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective." Journal of Entrepreneurship and Innovation in Emerging Economies 5, no. 1 (2019): 22–36. http://dx.doi.org/10.1177/2393957518812529.

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Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical,

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Pryanikova, N. I. "The conflictological profile of the organisation as an element of cultural identity." Vestnik Universiteta, no. 11 (January 7, 2022): 168–73. http://dx.doi.org/10.26425/1816-4277-2021-11-168-173.

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In contemporary research on organisational effectiveness, the concept of culture is gaining ground. Not only organisational and/or national culture is considered, but also the whole range of local subcultures: professional, personal, age, etc., which also need to be analysed and taken into account. This circumstance affects the micro- and macro-level functioning of the organisation in the cultural code. The article studies the phenomenology of conflict from the perspective of an organisation’s conflictological profile, which is a reflection of its cultural identity. A typological cross-section

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Siwek, Monika. "Workplace communication and business success." Humanities & Social Sciences Reviews 13, no. 1 (2025): 45–51. https://doi.org/10.18510/hssr.2025.1317.

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Research objective: The aim of this article is to present the essence and importance of the communication process in the workplace, with particular emphasis on its impact on the success of a company. The study focuses on both internal communication (interactions between members of the organisation) and external communication (interactions between the organisation and its external environment). Methodology: The research was based on literature review and analysis of secondary data sources, including scientific articles and reports relevant to workplace communication processes. Main conclusions:

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Mamud, Nur Afieqah, Nurul Liyana Mohd Kamil, and Hanira Hanafi. "FOSTERING NURSES' ORGANISATIONAL CITIZENSHIP BEHAVIOUR THROUGH CONTEXTUAL FACTORS." Malaysian Journal of Public Health Medicine 23, no. 2 (2023): 36–46. http://dx.doi.org/10.37268/mjphm/vol.23/no.2/art.1734.

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Individual desire to be proactive can be aided by voluntary extra-role behaviour in organisations, such as organisational citizenship behaviour (OCB). Employees' OCB has been found to be favourably influenced by contextual factors, such as organisational justice and ethical climate. OCB has also been proven to predict employee effectiveness. The goal of this research is to identify any relationship between nurses’ OCB and their organisational justice and ethical climate. The respondents were approached using the Medical Research Ethics Committee procedure, which was registered under the Nation

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Ole Pors, Niels. "Trust and organisational effectiveness." Performance Measurement and Metrics 9, no. 1 (2008): 59–68. http://dx.doi.org/10.1108/14678040810869431.

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Mathew, Jossy. "Organisational culture and effectiveness." Employee Relations: The International Journal 41, no. 3 (2019): 538–51. http://dx.doi.org/10.1108/er-09-2017-0219.

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Purpose The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness. Design/methodology/approach The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness. Findings Integrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectivenes

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Boateng, Francis D., and Guangzhen Wu. "Perception of police officer effectiveness in China: Does organisational support matter?" Police Journal: Theory, Practice and Principles 93, no. 3 (2019): 229–47. http://dx.doi.org/10.1177/0032258x19862015.

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The primary objective of this study is to examine the influence of officers’ perceptions of organisational support on their perceived effectiveness in China. The study also examined demographic differences in how Chinese police officers perceived the support they receive from the police organisation. To achieve these objectives, the present study surveyed and analysed data obtained from 271 officers who were conveniently selected from one of the two major national police universities in China. Findings from the analysis revealed that officers’ perception of organisational support and their eff

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Đorić, Igor, Mihajlo Ranisavljević, and Marko Milojević. "Controlling and internal auditing at the Ministry of Defence." Scientific Technical Review 72, no. 2 (2022): 66–70. http://dx.doi.org/10.5937/str2202066d.

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This paper discusses the theoretical foundations and definitions of controlling and internal auditing as tools that help the organisation's management in managing business compliance and business continuity, with the purpose of meeting the organisation's objectives, by assessing the effectiveness of risk management inside the organisation, as well as of control and management. Considering the contemporary trends in organisational management, where the management is faced with frequent crises that require rapid and comprehensive action and response to risks, where internal auditing information

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Oguntade, Aliu, Fatai, Japinye, Abayomi Oluwaseun, Alenoghena, Raymond Osi, and Osanebi, Chimsunum. "Importance of Training on Organisational Performance: A Review of Literature." South Asian Research Journal of Business and Management 7, no. 03 (2025): 256–65. https://doi.org/10.36346/sarjbm.2025.v07i03.010.

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This paper explores the important link between employees training and organisational performance. Training in organisations plays an important role to ensure steady growth and sustenance of organisational productivity through improving employees' knowledge, skills, and efficiency. A well-designed training programmes ultimately help employees stay updated with industry trends, fosters employee engagement leading to higher retention rates, hence, organisations that consistently invests in training exercises would probably encounter less challenges in adapting to changes in the environment. Effec

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Kićanović, Ana, Miloš Jevtić, and Milica Maričić. "Achieving Organisational Effectiveness: A Leadership Framework Based on the Complexity Perspective." Journal of East European Management Studies 29, no. 3 (2024): 461–88. http://dx.doi.org/10.5771/0949-6181-2024-3-461.

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This paper aims to provide insights into the daunting task leaders face towards achieving organisational effectiveness in the changing and demanding business environment. We propose a leadership framework to explore the effects of different leadership roles on the organisations’ outcomes. In the proposed framework, organisations were observed as complex adaptive systems (CAS). A survey was conducted among private sector employees from companies operating in Serbia to verify the proposed framework. Answers from 277 respondents were analysed using Structural Equation Modelling (SEM). The applied

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Olanipekun, Lateef Okikiola, and Michael Adekunle Oderinde. "Leadership Orientation, Organisational Values and Organisational Policies as Predictors of Organisational Culture on Resolution of Dispute in Selected Nigerian Tertiary Institutions." Economic Insights – Trends and Challenges 2024, no. 3 (2024): 119–34. http://dx.doi.org/10.51865/eitc.2024.03.08.

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Culture of an organisation is a crucial factor, which determines how disputes are resolved within organisations. There is however a dearth of studies conducted on how specific aspects of organisational culture influence effectiveness of dispute resolution mechanisms. In light of the foregoing, this study was carried out to empirically examine how organisational culture affects dispute resolution in a few tertiary institutions in Ogun State. A survey approach was used in this study to reach this goal. Academic workers from a few higher schools in Ogun State, including Federal Polytechnic, Ilaro

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Koyi, Grayson, Juvenalis M. Tembo, and Chanda M. Sichinsambwe. "Factors influencing union effectiveness in the public service in Zambia: Associations and mediating effect." Economic and Industrial Democracy 42, no. 3 (2021): 504–30. http://dx.doi.org/10.1177/0143831x18780334.

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The article investigates how environmental and organisational factors may affect union effectiveness in a developing country context. Based on a perceptions survey of union members in the Zambian public service sector, the article uses principal components analysis, correlation, multiple linear regression and mediation analyses to examine relationships between environmental and organisational factors and union effectiveness. Results suggest that labour and product markets and mass media are significant environmental factors influencing union effectiveness. At the organisational level, results

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Kodwani, Amitabh Deo. "Decoding training effectiveness: the role of organisational factors." Journal of Workplace Learning 29, no. 3 (2017): 200–216. http://dx.doi.org/10.1108/jwl-05-2016-0038.

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Purpose Organisations invest heavily in training and development initiatives (Miller, 2012). However, a small percentage of what is learnt by the trainees from training gets transferred to the job (Mackay, 2007). The purpose of this study is to extend previous findings and examine various organisational factors, which have not been studied sufficiently, that influence training transfer. Design/methodology/approach A conceptual model based on previous research work is hypothesised and tested. The sample included 123 full-time employees working at one of the major public sector organisations ope

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Birt, M., and D. Vigar. "A study in retail sales person effectiveness." South African Journal of Business Management 33, no. 1 (2002): 31–39. http://dx.doi.org/10.4102/sajbm.v33i1.695.

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Strategic Management theory suggests the importance behavioural alignment of organisational actors with organisational objectives (Robbins, 1998, Hellriegel, et al. 2001). This study utilises Kelly’s Personal Construct theory to examine the similarity of constructs held by four groups of actors in a retailing operation, regional managers, store manageress, sales personnel and customers. The study also compares constructs in appropriate company documentation. The results suggest a lack of similarity between the groups and the groups with Company documentation, it is argued that this lack of ali

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