Gotowe bibliografie tematyczne / Organisational culture strategy

Spis treści

  1. Artykuły w czasopismach
  2. Rozprawy doktorskie
  3. Książki
  4. Części książek
  5. Streszczenia konferencji
  6. Raporty organizacyjne

Gotowa bibliografia na temat „Organisational culture strategy”

Autor: Grafiati
Data publikacji: 3 czerwca 2025
Data aktualizacji: 31 lipca 2025

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Artykuły w czasopismach na temat "Organisational culture strategy"

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Maheshwari, Reena. "A study on the strategic role of the Organizational Culture." International Journal of Management and Development Studies 11, no. 06 (2022): 14–23. http://dx.doi.org/10.53983/ijmds.v11n06.003.

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The association between organisational culture and organisational strategy is established by this study. It also aims to learn how a successful firm uses its culture as a survival tactic in order to endure uncertain economic times. Only pragmatist articles on organisational culture and strategy were reviewed for this work. Previous studies' authors characterised organisational culture as an organization's assumptions, beliefs, and values, whereas an organisational strategy is all about the steps an organisation takes to accomplish long-term objectives. These two notions are related and have pr
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Stachová, Katarína, Zdenko Stacho, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Verslas: Teorija ir Praktika 16, no. 3 (2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
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Stacho, Zdenko, Katarína Stachova, and Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration." Business: Theory and Practice 16, no. (3) (2015): 264–70. https://doi.org/10.3846/btp.2015.492.

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The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
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Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).

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Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about
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Byrne, Jacqueline, Tomás Dwyer, and Declan Doyle. "Understanding the layers of a market-oriented organisational culture." Irish Journal of Management 37, no. 1 (2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.

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Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture w
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Na, Sha Ri. "Study on the Integration Factors of Human Resource Management Strategy and Corporate Strategy." Journal of Education and Educational Research 7, no. 1 (2024): 227–29. http://dx.doi.org/10.54097/f8gd6p03.

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By analysing the integration factors of human resource management strategy and corporate strategy, this study discusses the factors affecting the integration, including three aspects: organisational culture, human resource management capability and external environment. Among them, in terms of organisational culture, organisational culture has an important impact on the integration of human resource management strategy and corporate strategy, organisational culture plays an important role in shaping employees' behaviour and motivation, and organisational culture has an important impact on the
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Clifton, Louise, and Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation." International Journal of Public Leadership 11, no. 2 (2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are a
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Saari, Mohd Nasir. "Challenges to Effective Strategy Implementation and the Effect of Organisational Culture on Strategy Implementation for Medium-Sized Malaysian Construction Contractors." International Journal of Research and Innovation in Social Science VIII, no. XIV (2024): 168–77. https://doi.org/10.47772/ijriss.2024.814mg0016.

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Business organisations operate within a perpetually dynamic environment amid the complexities of globalisation and technological advancements. This study investigates the prevailing organisational cultures: clan, market, hierarchy, and adhocracy—among medium-sized construction contractors in Malaysia and examines their influence on strategic implementation challenges. Organisational culture is crucial for sustaining a competitive advantage; however, misalignment with strategic execution can lead to organisational failure. The findings indicate that the sampled organisations exhibit characteris
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Pietruszka-Ortyl, Anna. "THE IMPACT OF ORGANIZATIONAL CULTURE FOR COMPANY'S INNOVATION STRATEGY." Marketing and Management of Innovations, no. 3 (2019): 178–92. http://dx.doi.org/10.21272/mmi.2019.3-14.

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The resource-based view recognizes present organizational culture as a key component to its success or failure. It has a direct impact on the innovation strategy of organizations and therefore should be treated as a determinant of the organisation's future. Presently companies should naturally strive to make efforts aiming at the creation of such organizational cultures which would affirm knowledge – cultures characteristic for organisations based on knowledge, that foster engagement of employees, building trust and sharing knowledge. They are most often convergent and mutually complementary a
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Scheepers, Caren, and Melissa Reddy. "Influence Of Organisational Culture On Strategy Execution In A South African Organisation." Journal of Applied Business Research (JABR) 35, no. 4 (2019): 109–28. http://dx.doi.org/10.19030/jabr.v35i4.10305.

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Purpose: This study examines the effects of nine dimensions of organisational culture (uncertainty avoidance; gender egalitarianism; assertiveness; institutional collectivism; in-group collectivism; humane, future and achievement orientation; and power distance) on the dimensions of strategy execution (information sharing, leadership, rewards, performance, structure, employee commitment and coordination) within a fast-moving consumer goods (FMCG) company.Design: A survey questionnaire covering demographics, organisational culture and strategy execution was distributed electronically. Following
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Rozprawy doktorskie na temat "Organisational culture strategy"

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Reddy, Melissa. "The effect of organisational culture on strategy execution." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59757.

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The results of this study showed that there is an overall positive relationship between captive solar PV technology and economic growth. Furthermore, it was identified that finding an ideal penetration level is possible, however there are a number of constraints and variables that need to be considered when modelling the ideal penetration level. Participants mentioned a few approaches to how the ideal penetration level may be found. One approach could be to align the motivators for solar penetration, and the motivators for the need to find an ideal penetration and ensure that the one does not
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Gordon, Wayne Barry. "Corporate culture and strategy in environmental sustainability interventions." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29655.

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The influence of corporate culture on the strategies used by firms to meet the environmental sustainability challenge has been explored in this dissertation. This was investigated through web-based questionnaires that were administered to employees in companies who would have knowledge of both their employer‟s corporate culture and corporate sustainability practices.To determine this, the respondents were requested to rate both the corporate strategies undertaken to meet the environmental challenge, as well as the corporate culture where they work. The corporate strategies were evaluated using
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Strydom, Kariena. "The impact of diversity and organisational culture on effective strategy implementation in a higher education institution." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/21691.

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Diversity should be included in an organisational culture and be aligned with the corporate strategy. South African institutions face diversity and multiculturalism challenges which affect their operation and strategies. Managers in South Africa regard organisational culture as a very useful tool to manage their diverse workforce. Against this background, the primary objective of this study was to investigate and analyse how workforce diversity and organisational culture impact on strategy implementation at a higher education institution, namely Walter Sisulu University (WSU). The study identi
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Ambrosini, Veronique. "Tacit routines as a source of competitive advantage." Thesis, Cranfield University, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.391573.

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Wemby, Annika. "Crafting a Dual-Market Strategy : A case study of Burberry." Thesis, Kristianstad University, School of Health and Society, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-6889.

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<p>In today’s competitive environment, companies compete for the same customers. Therefore, it is important to be able to satisfy the ever changing needs of customers. Companies can satisfy customer demand by learning about the customer and by alternating offerings in accordance to changing needs. These are actions undertaken by market driven companies. Alternatively, market driving companies satisfy customer demand by being creative and by focusing on customers’ future needs, an action which implies educating customers. However, there are also companies which pursue both of these strategies s
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Scott, Margaret Ann. "Organisational factors that drive fundraising effectiveness in Australian health charities." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/74880/1/Margaret_Scott_Thesis.pdf.

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This research sought to explore organisational factors that drive successful fundraising. Drawing on Strategic Management theory, this qualitative study examined the key intraorganisational factors that organisations develop to be effective at fundraising within the context of extraorganisational factors that can affect fundraising effectiveness. In this way, it helps build a fundraising effectiveness theory. The findings from this study afford leaders of nonprofits an opportunity to reflect on their reasons for pursuing fundraising as an income stream, their level of understanding of fundr
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Anthonisz, Angela Jean. "Strategic alignment or non-alignment : the management of human capital in Dubai." Thesis, University of Derby, 2018. http://hdl.handle.net/10545/623047.

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This thesis focuses on the international hotel industry as part of the global economy and examines the implications that the strategic management of human capital has within the five-star sector of the hotel industry in Dubai, an emirate of the United Arab Emirates, and an economy based on the service sector. It examines the macro environmental factors influencing the potential strategic directions of two recognized international five-star hotel brands and considers the challenges this creates for the alignment of strategy, and the implications this has for management of human capital(people)
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Haugh, Helen. "Organisational culture, management and strategy in the small and medium sized enterprise : the case of the fish processing industry in north east Scotland." Thesis, University of Aberdeen, 1999. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=165725.

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This thesis explores the nature of organisational culture, management and strategy in the small and medium sized enterprise (SME). Empirically, the study of organisational culture reflects a diversity of definition, methodology and findings, with a large body of research which is either quantitative, or carried out in large organisations, and relatively few studies which specifically explore organisational culture in the SME. This study aims to further the current understanding of the internal operating environment of the SME, namely the relationships between organisational culture, management
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Hall, Jennifer. "Sit-stand desks as a strategy to reduce sitting and increase standing and physical activity in office-based employees : a pilot RCT and process evaluation of a multicomponent workplace intervention intervention." Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/16227.

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Current UK public health policy and research identifies potential health risks of physical inactivity and high levels of sitting. This is a particularly pertinent issue for office workers, who spend, on average, over two-thirds of the work day sitting. This thesis reports on the design and evaluation of a multicomponent sit-stand desk intervention, delivered within two not-for-profit office-based organisations in London, England. A mixed method study design was employed. A pilot randomised controlled trial examined the efficacy of the intervention on reducing sitting and increasing standing an
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Nolan, Veronica M. "Creating different futures: How using arts and design-based inquiry supports business leaders in developing creative and innovative organisational culture, to thrive in a complex and rapidly changing business context." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/228882/1/Veronica_Nolan_Thesis.pdf.

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This practice-led study assumed a teaching artist perspective to conceptualise how Arts and Design-Based Inquiry (ADBI) supports leaders to design strategy, as a participatory process of intentional organisational change, suited to complex and rapidly changing business contexts. Aesthetic Literacy was introduced as a core competency and was found to be critical to innovative culture and how to design experiences. Senge’s learning organisation model was applied to understand how to develop innovative organisational culture through mechanisms of change such as individual and collective mindset,
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Książki na temat "Organisational culture strategy"

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Jensen, Michael C. Foundations of organizational strategy. Harvard University Press, 1998.

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Lee, Clifford Dean. The relationship between coaches' leadership style, strategy and organisational culture on success. Microform Publications, College of Human development and performance, University of Oregon, 1989.

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Brigstoke, Hannah. To what extent does the implementation of a knowledge management strategy affect organisational culture?. Oxford Brookes University, 2002.

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Murray, Orla. Factors effecting influence strategy selection in the service industry. University College Dublin, 1997.

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Kelly, Gerard. Organisational culture and Telecom Eireann: An investigation into whether the organisational culture, attitudes and beliefs of the management and staff in Drogheda District, Telecom Eireann have changed in the context of changes in structure and strategy. The Author], 1999.

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McBride, N. D. Organisational culture and strategic intent - a case study analysis. The Author), 1997.

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Scharmer, Claus Otto. Ästhetik als Kategorie strategischer Führung: Der ästhetische Typus von wirtschaftlichen Organisationen. Urachhaus, 1991.

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Coughlan, Gerard M. Evaluating the impact of corporate culture and structure on the strategic conduct of organisations in adopting and using CASE tools. University College Dublin, 1996.

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Debra, Wallace, ed. Leveraging communities of practice for strategic advantage. Butterworth-Heinemann, 2003.

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Saint-Onge, Hubert. Leveraging Communities of Practice for Strategic Advantage. Elsevier Science, 2009.

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Części książek na temat "Organisational culture strategy"

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Enang, Imo, and John M. Rudd. "Organizational Ambidexterity and Organizational Culture." In Organisational Ambidexterity and Strategy. Routledge, 2024. http://dx.doi.org/10.4324/9781003488224-4.

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Tipurić, Darko. "Organisational Culture, Leadership Language and Integration of the Collective." In The Enactment of Strategic Leadership. Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_7.

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AbstractThis chapter concentrates on organisational culture as a system of beliefs, understandings, and ways of thinking which is common to everyone in the organisation and implies a specific, distinct form of behaviour. Strategic leadership is inseparable from the cultural stage built on shared assumptions, symbols, language, and behaviour patterns. Further on, this chapter explains the concept of network of trusts; Trust in the collective is the condicio sine qua non for creating and implementing organisational strategy. Leadership language and rhetoric are constructs inseparable from strate
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Ruck, Kevin. "Internal communication and the associations with organisational purpose, culture and strategy." In Exploring Internal Communication. Routledge, 2019. http://dx.doi.org/10.4324/9780429244698-2.

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Hamdan, Mahani. "Operational Excellence through Managing Values in the Brunei Darussalam Public Sector." In Asia in Transition. Springer Nature Singapore, 2025. https://doi.org/10.1007/978-981-97-6926-1_15.

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Abstract Operational excellence and continuous improvement are conceptually distinct but closely related. Operational excellence aims to achieve a long-term change in organisational culture while continuous improvement focuses on the process. Operational excellence (including lean manufacturing, Six Sigma and total quality management) has been applied extensively by private firms and companies in the industrial field and today these methodologies are also widely utilised in public organisations to achieve quality excellence in public services. Increases in global competition have put pressure
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Marcarini, Mariagrazia Francesca. "Pedarchitecture: Which Learning Environments for the Personalisation of Teaching and Learning? An Educational Architecture for the Schools of the Future." In Teacher Transition into Innovative Learning Environments. Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-7497-9_8.

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AbstractThis project investigates how to overcome traditional learning environment’s rigidity; those established practices that may hinder full use of what we might call new learning environments. It addresses how teachers adapt their teaching to changing learning environments, what impact new educational spaces have on teachers and students, how to organise students with different criteria, and how learning environments can be redesigned in old schools with limited investments. The research studies four schools: in Denmark, the Hellerup Folkeskole in Gentofte and the Ørestad Gymnasium in Cope
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Bienkowski, Piotr, and Hilary McGowan. "Strategic skills." In Leadership of Inclusive and Sustainable Cultural Organisations. Routledge, 2024. http://dx.doi.org/10.4324/9781003415886-14.

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Bienkowski, Piotr, and Hilary McGowan. "Strategic peer networks and mentoring." In Leadership of Inclusive and Sustainable Cultural Organisations. Routledge, 2024. http://dx.doi.org/10.4324/9781003415886-72.

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Hibbert, Edgar P. "The Impact of Culture on Strategy and Organisation in International Retailing." In Proceedings of the 1996 Multicultural Marketing Conference. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17395-5_51.

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Bienkowski, Piotr, and Hilary McGowan. "The strategic role of the board." In Leadership of Inclusive and Sustainable Cultural Organisations. Routledge, 2024. http://dx.doi.org/10.4324/9781003415886-53.

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Pavlou, Nektarios S. "The Creation of a Language Teaching Organisation (LTO): The Case of NSPLlab Under the Spectrum of Strategic Marketing." In Strategic Innovative Marketing and Tourism. Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-51038-0_59.

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AbstractThe topic of this paper is the establishment and growth of a small Language Teaching Organisation (LTO) in Greece. In the present case study, we will explore the creation of a small personal LTO, named NSPLlab, and the prospects of its development through the lenses of Strategic Marketing (SM) after having reviewed the existing literature. In the modern world, the creation of a business entails a thorough consideration of several factors for the venture at hand to be seen as successful. At the same time, the educational aspect of the business can possibly cause a series of strategic al
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Streszczenia konferencji na temat "Organisational culture strategy"

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Heidrich, Balázs, Richárd Kása, and Tamás Németh. "Green or Yellow Light for Market F(l)avours? The Lecturer Perspectives of Market-Oriented Organisational Culture in the Changing World of Hungarian Higher Education." In 43rd International Conference on Organizational Science Development. University of Maribor Press, 2024. http://dx.doi.org/10.18690/um.fov.3.2024.20.

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This study focuses on the success factors of a Hungarian business university, highlighting an important pillar among the success criteria: a coherent and market-oriented organisational culture that can adapt to the changing conditions including transitions and sustainability-related challenges. Our research question is to what extent organisational culture helps or hinders market-oriented organisational behaviour, and to what extent it supports an organisation's success in higher education. Through the example of the Budapest Business University (BBU) the study shows how Cameron-Quinn's organi
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Heidrich, Balázs, Tamás Németh, Richárd Kása, and Nicholas Chandler. "»Sacred Halls vs Public Malls?« The Paradox of University Culture in a Competitive Age." In 44th International Conference on Organizational Science Development. University of Maribor Press, 2025. https://doi.org/10.18690/um.fov.2.2025.22.

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This study examines the success factors of the Budapest University of Economics and Business (BGE/BUEB), focusing on its organisational cultural development. We attempt to explore how organisational culture can improve the level of market-oriented behaviour and support success in higher education. Efforts before 2020 to capture the University's culture (Heidrich et al, 2022) laid the foundation for the ViVa (Vision and Values) Project, a unique initiative in Hungarian higher education aimed at cultural development. Between 2020 and 2024 ViVa involved all 800 full-time staff, with special roles
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Rukare, Daniel, Nikhil Soi, and Asmita Singh Bisen. "Organisational Change and Building Human-Tech Resilience in Industry 5.0." In 2024 AHFE International Conference on Human Factors in Design, Engineering, and Computing (AHFE 2024 Hawaii Edition). AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1005584.

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The advent of Industry 5.0 marks a transformative era, characterised by the seamless integration of human capabilities with advanced technologies. This shift, which places human-centric design and collaboration at the forefront, promises to revolutionise the workforce landscape. However, it also presents a series of opportunities and challenges for organisations aiming to maximise value creation. Central to Industry 5.0 is the optimisation of the value proposition, encompassing quality, service, and cost. Achieving this balance requires a nuanced approach that leverages technological advanceme
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Parameswaran, Agana, K. A. T. O. Ranadewa, P. A. D. Rajini, and J. K. D. D. T. Jayanetti. "State-of-the-art lean learning practices in construction: a case study in Sri Lanka." In World Construction Symposium - 2024. Department of Building Economics, 2024. http://dx.doi.org/10.31705/wcs.2024.75.

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Integrating lean learning practices in construction is paramount for elevating project quality, thus bolstering industry competitiveness and sustainability. However, there exists a notable dearth of research addressing lean learning practices specifically within the Sri Lankan construction industry. Therefore, this study aims to investigate the state-of-the-art lean learning practices in the Sri Lankan construction industry. An interpretivism stance is adopted, and a qualitative research approach is used. A case study strategy was adopted, focusing on three large Sri Lankan contracting organis
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Tikerperi, Mari-Liis. "From Distant Target Groups to Involved Stakeholders: Developing Dialogic School Communication." In 81th International Scientific Conference of the University of Latvia. University of Latvia Press, 2023. http://dx.doi.org/10.22364/htqe.2023.15.

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Knowingly planned communication activities are an essential asset in the performance of organisations, including public schools. In this paper, the core premise is that communication management in general education schools is an important field which currently lacks scholarly attention as well as practical guidance for school management. Numerous communication management definitions and models have been proposed following different paradigms and perspectives. Still, they all have one aspect in common: the audience to whom the messages are directed. Some theorists suggest that communication doe
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Gribincea, Alexandru. "The interdependence between organisational culture and business innovation IMM." In Conferinta stiintifica internationala "Strategii si politici de management in economia contemporana", editia VII. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2022.50.

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Innovation has been mainly associated with the development of new products and the development of new processes. This view has changed, and innovation can now be linked to any part of the value chain, be it the development of new services, new business models, rethinking cooperation, revenue streams, distribution channels or management styles. This new vision of innovation applies to retail, industry and services. It is therefore increasingly interesting to gain a deeper understanding of the factors that impact innovation performance.
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Putthiwanit, Chutinon. "Samsung’s Organisational Culture Regarding Business Competitiveness And Innovation In The Post-Pandemic Era." In 17th International Strategic Management Conference. European Publisher, 2022. http://dx.doi.org/10.15405/epsbs.2022.12.02.11.

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Valantiejiene, Dovile, and Lina Girdauskiene. "Gamification Impact on Agile Team Motivation: Theoretical Framework." In 16th International Conference on Applied Human Factors and Ergonomics (AHFE 2025). AHFE International, 2025. https://doi.org/10.54941/ahfe1006364.

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Contemporary organisations face the challenge of responding to growing requirements and expectations in a modern and dynamic business environment. Moreover, changes in the workforce and modern work culture are leading to an increasing need for complex problem-solving, progressiveness, flexibility and rapid adaptation in the management of organisations. Employees enable the organisation to rapidly sense and respond to unpredicted threats and opportunities through their actions, leveraging them for strategic advantage. Altogether it led to adopting the Agile approach in management, initially cre
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Roberts, Ruby, Rhona Flin, and Luca Corradi. "Maximizing Technology for the Energy Transition: An Organisational Innovation Adoption Culture Survey." In SPE Offshore Europe Conference & Exhibition. SPE, 2023. http://dx.doi.org/10.2118/215557-ms.

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Abstract Accelerating our transition towards a net zero future is imperative for both the longer-term success of the energy sector and providing energy security for wider society. An integrated North Sea offers significant opportunities for working towards these targets but also represents challenges for the energy sector. Innovation has been the backbone of the oil and gas industry, continuing to provide many solutions for a smooth transition. Whilst there have been increasing efforts to facilitate innovation, the oil and gas industry has retained a reputation for being conservative and reluc
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Bandara, D. W. J. W., K. A. T. O. Ranadewa, A. Parameswaran, B. A. I. Eranga, and A. Nawarathna. "Lean iceberg model to minimise barriers for digital twin implementation: Sri Lankan construction industry perspective." In World Construction Symposium - 2023. Ceylon Institute of Builders - Sri Lanka, 2023. http://dx.doi.org/10.31705/wcs.2023.55.

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Digital twin technology holds immense potential for the construction industry in developing countries, while providing numerous benefits. Yet, financial, cultural, infrastructural and technological barriers hinder the implementation of digital twin. Researchers have emphasised the importance of considering both visible and invisible barriers of digital twin implementation. ‘Lean Iceberg Model’ (LIM) emphasises that most of the underlying barriers and problems in a project are invisible and unaddressed, and it is critical to solve these underlying issues to achieve effective implementation. The
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Raporty organizacyjne na temat "Organisational culture strategy"

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Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, 2018. http://dx.doi.org/10.7146/aul.273.

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In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative an
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Hartanto, Michelle, Gishi Sashidharan, Lisa Dunn, Nicolas Aldridge, and Liz Lees-Deutsch. Exemplar Case Studies: Nursing & Midwifery Excellence in the Midlands. Coventry University, 2025. https://doi.org/10.18552/chc/2025/0002.

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We are proud to be working in partnership with the National CNO Policy and Strategy Unit at NHS England to support national Excellence ambitions, establishing a collective leadership model and ensuring evidence-based approaches in the development of positive practice environments. Essentially, this work builds on the learning from the CNO Shared Governance: Collective Leadership programme and underpins the delivery of the CNO for England’s Excellence programme. In 2023 we formed the Midlands Nursing and Midwifery Excellence Network to establish a Midlands-wide collective leadership model with
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Self, Kelly. Theory of Change Narrative: Young Carer Sustained Programme for Students and Train the Trainer Programme for Supporters and Influencers. Sheffield Hallam University, 2023. http://dx.doi.org/10.7190/steer/young_carer.

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Higher Education Progression Partnership (Hepp) is a jointly funded initiative by Sheffield Hallam University and the University of Sheffield that provides impartial advice and guidance across South Yorkshire and North East Derbyshire. Hepp aims to encourage more children, young people and adults that have experienced personal, systemic, or cultural barriers to accessing higher education to consider it as a viable option. Hepp has identified target groups for activity based on their new strategic approach, which includes young carer students. Hepp is perfectly positioned as an impartial provid
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Self, Kelly. Theory of Change Narrative: Care Experienced Sustained Programme for Students and Train the Trainer Programme for Supporters and Influencers. Sheffield Hallam University, 2023. http://dx.doi.org/10.7190/steer/care_experienced.

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Higher Education Progression Partnership (Hepp) is a jointly funded initiative by Sheffield Hallam University and the University of Sheffield that provides impartial advice and guidance across South Yorkshire and North East Derbyshire. Hepp aims to encourage more children, young people and adults that have experienced personal, systematic, or cultural barriers to accessing higher education to consider it as a viable option. Hepp has identified target groups for activity based on their new strategic approach, which includes care experienced students. Hepp is perfectly positioned as an impartial
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Brice, Jeremy. Investment, power and protein in sub-Saharan Africa. Edited by Tara Garnett. TABLE, 2022. http://dx.doi.org/10.56661/d8817170.

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The place of protein in sub-Saharan Africa’s food system is changing rapidly, raising complex international development, global health and environmental sustainability issues. Despite substantial growth in the region’s livestock agriculture sector, protein consumption per capita remains low, and high levels of undernourishment persist. Meanwhile sub-Saharan Africa’s population is growing and urbanising rapidly, creating expectations that demand for protein will increase rapidly over the coming decades and triggering calls for further investment in the expansion and intensification of the regio
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