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Letteratura scientifica selezionata sul tema "Organisational performance"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 25 luglio 2025

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Articoli di riviste sul tema "Organisational performance"

Alqudah, Hamzah E., Mani Poshdar, Luqman Oyekunle Oyewobi, James Olabode Bamidele Rotimi, and John Tookey. "Sustaining Construction Organisations in NZ: A Linear Regression Model Approach to Analysing Determinants of Their Performance." Sustainability 15, no. 5 (2023): 4143. http://dx.doi.org/10.3390/su15054143.

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The characteristics, strategies, capabilities, and resources of an organisation contribute to its competitive advantage and superior performance. A model to explain performance differences in the New Zealand context will be developed by examining the relationships between construction organisational performance and these constructs. The information was obtained using a questionnaire survey. A total of 101 organisations participated in the research. For the instrument used to elicit data, the literature was used to identify indicators associated with characteristics of organisational strategies

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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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Dorairajan, Veena. "Cybersecurity and Organisational Performance – the Interplay." ARPHA Conference Abstracts 7 (July 4, 2024): e129255. https://doi.org/10.3897/aca.7.e129255.

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The interplay between cybersecurity and organisational performance is multifaceted in nature, as it is related to how cybersecurity impacts and is impacted by various organisational activities and performance metrics. In the age of the rapid digitalization of organisations, cybersecurity emerges as an integral part of the health and effectiveness of an organisation. It includes not only preserving the confidentiality, integrity, availability of organisational digital assets but also establishing the organisational cybersecurity culture and, consequently, human behaviour. Cybersecurity and busi

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Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, no. 4 (2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.

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The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational cultu

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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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Luxmi and Sneha. "Perceived Organisational Support’s relationship with Psychological Empowerment: A Review of Literature." Gyan Management Journal 17, no. 1 (2023): 28–34. http://dx.doi.org/10.48165/gmj.2022.17.1.4.

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Current research examined the role of psychological empowerment of employees with the perceived organisational supports of employees. There are a very few researches were conducted to explore the relationship between the two variables perceived organisational support and psychological empowerment. Here the current research is based on review of previous researches to explore the kind of relationship exist between perceived organisational support and psychological empowerment. The results of the study reveals that an organisation’s strength is depend upon the attitude of their employees toward

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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, and James Olabode Bamidele Rotimi. "Determinants of construction organisational performance." Journal of Financial Management of Property and Construction 22, no. 1 (2017): 37–61. http://dx.doi.org/10.1108/jfmpc-05-2016-0021.

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Purpose Literature suggests that there are sets of common variables that are capable of explaining organisational performance differentials. These variables are used to examine performance variance and its contribution to organisation profitability. Therefore, the purpose of this paper is to examine the determinants of large construction organisations’ performance in South Africa using a partial least squares path analytic method. Design/methodology/approach This study examines the interrelationship between a number of constructs, namely, organisational characteristics, resources/capabilities,

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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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ORISHEDE, Felix. "Building Blocks and Organizational Performance." International Journal of Research and Innovation in Social Science VII, no. XII (2024): 1963–74. http://dx.doi.org/10.47772/ijriss.2023.7012151.

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The study examined the effect of building blocks on organisational performance. The specific objectives were to examine the effects of organizational procedure on organisational performance and the effect of management hierarchy on organisational performance. The study used a sample size of 120 respondents out of a total population of 150 employees of the selected organisations which were selected at random. Copies of semi-structured questionnaire were used to obtained primary data. The study used a descriptive survey design approach and multiple regression analysis as statistical tools to tes

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Tesi sul tema "Organisational performance"

Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.

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Thesis (MA) -- University of Stellenbosch, 2000.<br>ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is wides

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Tuan, Nien-Tsu. "Towards an interactive management approach to performance improvement in bureaucratic organization." Doctoral thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/14950.

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Bibliography: p. 213-220.<br>Organization science is not a new discipline. However, it persistently attracts many researchers to explore new concepts for coping with the increasing complexity in our society. The exploration is in transition, from mechanistic doctrine to systemic and humanistic notions. The mechanistic view is still prevailing and playing a dominant role, but, owing to its increasing critics, appeals for renovation of mechanistic principle incessantly arise. The tendency induces diversified approaches for intervening in the situation of bureaucratic context. This research inves

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Onuwa, William. "Quality management practices and organisational performance." Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/832/.

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The purpose of this research study is to examine the relationship between Quality management (QM) practices deployed as part of a broader management approach and organisational performance in a financial services industry. Quality management as an organisational performance improvement tool or approach has been in practice since the late 1980's following the decline in the American manufacturing industry and competitive position compared to the Japanese. Quality management practices have increasingly become an approach used by firms for gaining competitive advantage in an environment where the

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Bridges, Sarah Joanne. "Organisational performance and human resource management." Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.

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Over the last 20 years there has been a growth in the relative importance of personnel economics as an area of economics. However, due to a lack of suitable data most of the work in this area has been largely theoretical. It is only in the past decade that there has been a growth in the availability of firm-based data sets, making it possible for researchers to begin to test some of these ideas empirically. This thesis analyses data from a rich source of monthly personnel and payroll records from a large banking sector firm. The data is confined to the organisation's U. K operations and is ava

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Argyropoulou, Maria. "Information systems' effectiveness and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7496.

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For many years researchers have been troubled with the evaluation of Information Systems (IS) concluding to a lack of understanding as to the time, methods and tools for measuring the impact of IS on organisational performance. Motivated by this lacuna in the literature, this thesis explored the relationship between Information Systems’ Effectiveness and Organisational Performance. The theoretical framework is based on the Delone and McLean’s (D&M) IS success model which is widely adopted in the IS research. Based on a comprehensive literature review on the older and more recent studies the re

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Eriksson, Henrik. "Benefits from TQM for organisational performance." Licentiate thesis, Luleå tekniska universitet, 2002. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-18776.

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Total Quality Management (TQM) is sometimes considered as a management system in continuous change and consisting of values, methodologies and tools, the aim of which is to increase external and internal customer satisfaction with a reduced amount of resources. Whether TQM improves the performance of companies has been discussed for several years. One way to work with TQM and its values, methodologies and tools is to apply for and work with a quality award. Today, there are international, national, regional, branch-wise and in-company quality awards. The purpose of this thesis is to evaluate w

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Maxl, Pierre. "Leveraging organisational energy to improve performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/22763.

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The objective of this research was to gain insight into the key drivers of productive organisational energy and to determine whether there is a relationship between productive organisational energy and high performance in organisations. This study also aimed to identify key measures of success of organisations. Organisational energy has a critical role to play in driving both people behaviour and innovation in organisations, ultimately providing a competitive advantage.Both a quantitative and qualitative analysis was conducted on the data collected from four case study organisations, comprisin

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Rankonyana, Lawrence. "An analysis of the effect of organisational capacity on organisational performance in project implementation : case of the Organisation of Rural Associations for Progress (ORAP)." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96698.

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Thesis (MPA)--Stellenbosch University, 2015.<br>ENGLISH ABSTRACT: In this study, organisational capacity is considered as the sum of organisational capabilities to perform functions that will deliver expected levels of performance; suggesting that organisations must be enabled to solve problems, set and achieve objectives, learn and adapt operations to attain set goals. Therefore, this research analyzes various capacity options necessary for the proper functioning of the organisation in line with the Frederickson’s capacity model which considers capacity in terms of leadership and vision, mana

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Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations." Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.

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Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental

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Mugisha, John Francis. "Continuing professional development, organisational culture and organisational performance; a case of selected hospitals." Thesis, Keele University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699676.

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For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in whi

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Libri sul tema "Organisational performance"

Inc, ebrary, ed. Improving organisational performance. Emerald Group Publishing, 2005.

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Tabassum, Naeem, and Satwinder Singh. Corporate Governance and Organisational Performance. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6.

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Tim, Scott, ed. Healthcare performance and organisational culture. Radcliffe Medical, 2003.

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M.C. Augustus van Nievelt. Benchmarking organisational and IT performance. Templeton College, 1998.

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Burtonshaw-Gunn, Simon A. Essential Tools for Organisational Performance. John Wiley & Sons, Ltd., 2009.

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Veeraraghavan, Vimala. Organisational climate and performance of schools. Blaze Publishers & Distributors, 1992.

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Roger, Bennett. Improving managerial and organisational performance: A guide. Thamesman Publications, 1985.

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author, Stranaghan Nicole, and Strategic Pay, eds. PLUS +: A model for driving organisational performance. Strategic Pay Press, 2012.

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Newell, Michael John. Using the Burke-Litwin model of organisational performance to improve the performance of organisations undergoing change. University of Salford, 1993.

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Zumitzavan, Vissanu, and Jonathan Michie. Personal Knowledge Management, Leadership Styles, and Organisational Performance. Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-287-438-2.

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Capitoli di libri sul tema "Organisational performance"

Pettinger, Richard. "Organisational and managerial performance." In Introduction to Management. Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-1-137-21899-5_3.

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Kirton, Gill, and Anne-marie Greene. "Diversity and organisational performance." In The Dynamics of Managing Diversity and Inclusion, 5th ed. Routledge, 2021. http://dx.doi.org/10.4324/9781003186397-11.

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Wood, Stephen. "HRM and Organisational Performance." In Human Resource Management, 3rd ed. Routledge, 2025. https://doi.org/10.4324/9781032625560-5.

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Basioni, Ahmed, and Muhammed Waris Khan. "The Impact of Organisational Structure on Project Performance in the Energy Sector." In BUiD Doctoral Research Conference 2023. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-56121-4_39.

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AbstractPurpose – The objective is to explore the impact of organisational structure on project performance and current research topics regarding organisational structure theories, types, and aspects in terms of challenges, culture, communication, organisational dynamics, and drivers.Methodology – The adopted methodology employs two integrated approaches. First, use a systematic mapping approach to explore the existing research studies on organisational structure’s impact. Second, correlate the research studies to existing case studies in the energy sector, record findings, and propose recomme

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Abdel-Kader, Magdy G., and Erin Yu-Ching Lin. "The Organisational Architecture." In Performance Measurement of New Product Development Teams. Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230584273_3.

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Karim, Asma Abdul, Muhammad Waris Ali Khan, and A. Q. Adeleke. "The Impact of Digital Knowledge Management on Organizational Performance." In BUiD Doctoral Research Conference 2023. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-56121-4_38.

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AbstractDigital knowledge management is one of the important components of the overall operations of the organisation, particularly in this digital era. It is comprised of three main components including digital knowledge creation, digital knowledge sharing and digital organisational learning in order to get maximum output in terms of financial and non-financial outcomes. This study particularly provides insights into the constructs of creating, sharing, disseminating, and learning on financial objectives such as profitability, return on investment cost saving, as well as non-financial objecti

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Storey, Sylvana. "Findings — Organisational Factors." In The Impact of Diversity on Global Leadership Performance. Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137426710_5.

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Ilozor, Benedict. "Space Planning and Organisational Performance." In Design Economics for the Built Environment. John Wiley & Sons, Ltd, 2015. http://dx.doi.org/10.1002/9781118944790.ch13.

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Yeo, Roland. "Influences of Organisational Learning on Organisational Performance and Success." In Organising Knowledge. Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230523111_13.

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Tabassum, Naeem, and Satwinder Singh. "Corporate Governance." In Corporate Governance and Organisational Performance. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48527-6_1.

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Atti di convegni sul tema "Organisational performance"

Kheterpal, Sakshi, Ashita Chadha, and Komalpreet Kaur. "Artificial Intelligence in Enhancing Organisational Performance: A Thematic and Factorial Analysis." In 2024 5th International Conference on Smart Electronics and Communication (ICOSEC). IEEE, 2024. http://dx.doi.org/10.1109/icosec61587.2024.10722455.

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Graver, Brit, Felix Saint-Victor, Kari Lønvik, Anne-Britt Høydal, Bente H. Leinum, and Erling Skavås. "Corrosion Threats – Key Performance Indicators (KPIs) Based on a Combined Integrity Management and Barrier Concept." In CORROSION 2013. NACE International, 2013. https://doi.org/10.5006/c2013-02716.

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Abstract Corrosion of submarine pipelines in the North Sea is the most common threat resulting in loss of containment (burst or pinhole leak). Industry experience shows that such failures are often due to a lack of sound corrosion monitoring systems. Such systems should be part of a total integrity management system consisting of a continuous integrity improvement process (threat identification, inspection planning, assessment and mitigation) with supporting management processes. Barriers are suggested to be any kind of measure put in place to prevent a hazardous event (preventive barriers) an

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Babaei, Farshid, David B. Robins, Robert Milton, and Solomon F. Brown. "Agent-Based Simulation of Integrated Process and Energy Supply Chains: A Case Study on Biofuel Production." In The 35th European Symposium on Computer Aided Process Engineering. PSE Press, 2025. https://doi.org/10.69997/sct.101731.

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Despite the potential benefits of decision-level integration for process and energy supply chains (SCs), these systems are traditionally assessed and optimised by incorporating simplified unit operation models within a spatially distributed network. The desired organisational-level integration cannot be achieved without leveraging complex computational tools and concepts. This work proposes a multi-scale agent-based model to facilitate the transition from traditional practices to coordinated SCs. The proposed multi-agent system framework incorporates different enterprise dimensions of the proc

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Fotso, G. Bakam, E. I. Edoun, and C. Mbohwa. "Business Enablers and Organisational Performance." In the 2018 International Conference. ACM Press, 2018. http://dx.doi.org/10.1145/3230348.3230378.

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Jaafar, Noor, Zuraidah Sanusi, Nor Mohamed, and Ataina Hudayati. "Organisational Competence in Mediating Strategic Planning towards Organisational Performance in Social Enterprise." In Proceedings of the 7th International Conference of Economics, Business, and Entrepreneurship, ICEBE 2024, 4-5 September 2024, Shah Alam, Selangor, Malaysia. EAI, 2024. https://doi.org/10.4108/eai.4-9-2024.2353781.

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Balanescu, Ramona cristina. "COMMITMENT AT THE WORKPLACE -IMPLICATIONS AT PERSONAL AND ORGANISATIONAL LEVEL." In eLSE 2017. Carol I National Defence University Publishing House, 2017. http://dx.doi.org/10.12753/2066-026x-17-131.

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The concept of commitment at the workplace is one of the concepts raising a wide interest in the field of the human resource management and organisational management. This interest is proven by the evolution the concept has seen in over half a century, starting with Becker (1960) - the one-side-bet theory, Porter (1974) – the affective dependence theory, O'Reilly and Chatman (1986), Meyer and Allen (1984, 1990) - the multidimensional period, and ending with Cohen (2007) - the bidimensional model, and Somers (2009) – a combined theory, each of them making a contribution to the way the term of o

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BOUTLER, LOUISE. "ORGANISATIONAL EXCELLENCE STRATEGIES AND KEY PERFORMANCE RESULTS." In Quality Management: A New Era - The First International Conference on Quality Management and Six Sigma. WORLD SCIENTIFIC, 2005. http://dx.doi.org/10.1142/9789812701930_0003.

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Matsheka, D., and S. Naidoo. "THE IMPACT OF TOTAL QUALITY MANAGEMENT ON ORGANISATIONAL PERFORMANCE IN A FINANCIAL SERVICES ORGANISATION." In International Conference on Industrial Engineering, Systems Engineering and Engineering Management. Southern African Institute for Industrial Engineering (SAIIE), 2023. http://dx.doi.org/10.52202/072261-0021.

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UNGUREANU, Cristina-Elena, Rebecca Ana Maria CHIRIŢĂ, Ioana-Alexandra SBÎRCEA, and Elena FLEACĂ. "INSIGHTS INTO THE MANAGER PERSONA’S ROLE IN MODERN ORGANISATIONS." In International Conference of Management and Industrial Engineering. Editura Niculescu, 2023. http://dx.doi.org/10.56177/11icmie2023.10.

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The purpose of this paper is to provide an outlook on the role of the “manager persona” in modern organisational structures. Topics covered include key traits and competencies which contribute to the success in a managerial role, and mapping of management representation across the organisational landscape. The mapping looks at theoretical elements which support manager personas to drive efficiency at different levels of the organisation. By providing insights into the manager persona and its role in the modern organisational, this paper will contribute to a better understanding of how manageme

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Puri, Swati Kumaria, and Zazli Lily Wisker. "Carbon Emissions and Organisational Performance: Friend or Foe?" In ITP Research Symposium 2022. Unitec ePress, 2023. http://dx.doi.org/10.34074/proc.2302014.

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This research aims to investigate the short-term effect of carbon emissions on financial performance and market value of Aotearoa New Zealand companies. It hypothesises that the direct and indirect carbon emissions negatively affect short-term firm performance. It further posits that the relationship between carbon emission and firm performance is moderated by a firm’s leverage. The study sample includes quarterly data of New Zealand listed companies from 2017 to 2021. The study uses univariate and multivariate methods such as correlation and panel regression models to test the hypotheses. The

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Rapporti di organizzazioni sul tema "Organisational performance"

Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, in

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Fotabong, Lounarda, and Aurimas Baliukevičius. The Influence of Supply Chain Management on the Organizational Performance of Supermarket. Vilnius Business College, 2024. https://doi.org/10.57005/ab.2024.2.4.

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Despite the existence of Supply chain strategies put in place by Njeiforbi Supermarket to increase their performance there have still been faced with problems of stock-outs, low customer satisfaction, low profits and long lead times still hamper Njeiforbi Supermarket Buea. The main objective of the study is to investigate the effects of Supply chain management on Organisational performance of Supermarket in Buea case of Njeiforbi The research design adopted for this study was descriptive research survey. A stratified sampling technique was used for this study with a sample size of 35 responden

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Lam, Terence, and Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, 2021. http://dx.doi.org/10.52915/sbuk7331.

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We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors

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Shahgholian, Azar, and David Bryde. The Relationship Between The Board of Directors’ Social Capital and Construction Firms’ Environmental Profiles. Association for Project Management, 2022. http://dx.doi.org/10.61175/rqve8344.

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The concept of environmental sustainability has been a hot topic in recent years and is becoming an increasingly important aspect of our everyday lives due to UN and UK government initiatives such as the NetZero Project. Our study conducted by Azar Shahgholian and David Bryde (Liverpool Business School, Liverpool John Moores University, Liverpool) takes the first step in providing data-driven evidence of the power of the social network in enhancing organisational performance relating to achieving environmental sustainability goals in a project-intensive industry sector. The aim is to show how

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Baur, Daniela. Social Protection in Nigeria: Analysing Capacities. Institute of Development Studies, 2024. http://dx.doi.org/10.19088/basic.2024.005.

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This report describes findings of an analysis of capacities to deliver social protection in Nigeria. It focuses specifically on generating findings that will be useful to situations of protracted crisis, such as displacement due to conflict or climate shocks. The report draws on a three-dimensional Capacity Cube that differentiates between levels of capacity (individual, organisational, institutional), phases of capacity strengthening (building, applying, maintaining) and types of capacity (competency, capability, performance). Analysis of government and international actors’ statements about

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Cheung, Clara, Keith Cattell, Paul Bowen, and Jocelyn Davis. The wellbeing of project professionals. Association for Project Management, 2020. http://dx.doi.org/10.61175/qjuv1547.

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Although workplace well-being has been regarded as a strong indicator of work performance, very limited research has focused on studying the well-being levels of project professionals (PPs) who are responsible for delivering projects, programmes and portfolios of strategic importance to organisations in all industries (Cui et al., 2016). The better PPs and their teams perform, the better organisations are able to deliver on strategy. To address this knowledge gap, this international collaborative study proposes the following research questions: What are current levels of PPs’ workplace well-be

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Schrader, Ted, Melike Hemmami, Jana Dietershagen, and Judith Ann Francis. Optimising the Performance of Producers and their Organisations (OPPO) for farme rinclusive agro-economic development : With experiences and examples from the Pacific. Guide. Wageningen Centre for Development Innovation, 2020. http://dx.doi.org/10.18174/530314.

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Coleman, Sarah, and Mike Bourne. Project leadership: skills, behaviours, knowledge and values. Association for Project Management, 2018. http://dx.doi.org/10.61175/wwes1121.

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This research has sought to draw out project leadership competences from the perspective of practising project leaders, aspiring project leaders, heads of profession, project sponsors and clients. The aim of this research report is to help focus, develop and refine our understanding of project leadership so we can support continued capability building for project professionals and their organisations. To compile this report, the authors Sarah Coleman and Professor Mike Bourne conducted in-depth interviews with 38 individuals across five multinational organisations (BAE Systems, IQVIA, Jacobs,

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Pradelli, Juan Jose, Kimberly Waithe, Inder J. Ruprah, et al. Caribbean Region Quarterly Bulletin: Volume 5: Issue 4: December 2016. Inter-American Development Bank, 2016. http://dx.doi.org/10.18235/0008145.

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The macroeconomic performance of the countries in the Country Caribbean Department on average worsened in 2016 but is expected to improve in 2017. However, downside risks remain, including heightened uncertainty related to Brexit, the performance of the world economy and the new United States administration. The average performance in 2016 was driven by the weak economic performance of the commodity-producing countries while tourism-dependent countries benefited from lower oil prices and strong tourism demand. However, the fiscal situation remains challenging for all countries and the Caribbea

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Canto, Patricia, ed. Benchmarking foundations and their role in advancing sustainable development goals. Universidad de Deusto, 2022. http://dx.doi.org/10.18543/tcwm8040.

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Constellations of organisations are important partners in the implementation of the 2030 Agenda and the achievement of all SDGs (EU, 2021; UNGC, 2021). The EU and the UN consider that private foundations have a role to play in fulfilling these goals. They are organisations that can make a contribution through funding and by using their potential to mobilise actors involved. Although they are recognised as having a role in reaching the SDGs, there is little work on how these foundations can be stronger players in the attainment of these goals. This benchmarking report extends existing knowledge

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