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Artykuły w czasopismach na temat „Organisational culture strategy”

Autor: Grafiati

Data publikacji: 3 czerwca 2025

Data aktualizacji: 31 lipca 2025

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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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Genc-Tetik, Elif. "STRATEGY IMPLEMENTATION, CULTURE AND PERFORMANCE IN THE PUBLIC ORGANIZATIONS: AN EMPIRICAL EXAMINATION." Public Administration Issues, no. 6 (2022): 33–52. http://dx.doi.org/10.17323/1999-5431-2022-0-6-33-52.

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It is largely accepted that effective strategy implementation, as one of the most essential phases of the strategy making process, leads to good organisational outcomes. However, there is still very little research addressing which implementation style is associated with better public service outcomes. For public sector organisations, there is a common belief that the implementation of strategies mostly fails in practice. Another important organisational characteristic, seen as an effective tool for increasing performance, is organisational culture. While there are also numerous studies in the

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Bunker, Deborah, Karl-Heinz Kautz, and Anne Luu Thanh Nguyen. "Role of Value Compatibility in it Adoption." Journal of Information Technology 22, no. 1 (2007): 69–78. http://dx.doi.org/10.1057/palgrave.jit.2000092.

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Compatibility has been recognised as an important element in the adoption of IT innovations in organisations but as a concept it has been generally limited to technical or functional factors. Compatibility is also significant, however, with regard to value compatibility between the organisation, and the adopted IT innovation. We propose a framework to determine value compatibility analysing the organisation's and information system's structure, practices and culture, and explore the value compatibility of an organisation with its adopted self-service computer-based information system. A case s

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Podgórniak-Krzykacz, Aldona. "The relationship between the professional, social, and political experience and leadership style of mayors and organisational culture in local government. Empirical evidence from Poland." PLOS ONE 16, no. 12 (2021): e0260647. http://dx.doi.org/10.1371/journal.pone.0260647.

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This paper aims to identify the organisational culture profiles of Polish municipalities and examine the influence of the professional, social and political experience and place-based leadership style of mayors on municipalities’ organisational culture profiles. The Organisational Culture Assessment Instrument was selected due to its suitability in assessing the organisation’s underlying culture. In the study, 917 mayors of municipalities in Poland, completing an on-line questionnaire. It was found that most of the Polish municipalities’ organisational culture is characterised by a clan type w

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Serinkan, Celalettin, and Mehmet Kiziloglu. "The Relationship between Organisational Culture and Job Satisfaction in Higher Education Institutions: The Bishkek Case." Periodica Polytechnica Social and Management Sciences 29, no. 2 (2021): 168–79. http://dx.doi.org/10.3311/ppso.15319.

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Organisational culture and job satisfaction are crucial insofar as human resources are the most valuable resources organisations have in today's business world. Organisational culture encompasses the characteristics that unite and integrate employees of an organisation and distinguish them from employees of other institutions. An employee who has high job satisfaction is an employee who enjoys his/her job and is satisfied with the conditions provided by the organisation. By doing the best that they can do, employees with high job satisfaction ensure that the institution has a competitive advan

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Chidziwa, Tichaona, Liberty Chidziwa, and Vuyani Langa. "MOVING FROM BUREAUCRACY TO ADHOCRACY: AN INNOVATIVE APPROACH TOWARDS TORWARDS AN IMPROVED OPERATIONS STRATEGY." EPH-International Journal of Business & Management Science 9, no. 3 (2023): 17–22. http://dx.doi.org/10.53555/eijbms.v9i3.149.

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This review paper seeks to analyse and elucidate on the depth and extent of public sector managers’ involvement in creating, inculcating and sustaining an innovative culture in their public spheres thus shifting from bureaucracy and adopting an adhocratic organisational culture. This process involved a systematic review, synthesis and analysis of several articles, journals and books as a n exhaustive review of literature. A selection of articles and journals articulating the concepts of bureaucracy, adhocracy and public sector innovation were analysed. This analysis revealed that there is a pa

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Volkova, Natalia, and Vera Chiker. "What demographics matter for organisational culture, commitment and identification?" International Journal of Organizational Analysis 28, no. 1 (2020): 274–90. http://dx.doi.org/10.1108/ijoa-05-2019-1762.

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Purpose The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations. Design/methodology/approach The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used. Findings Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding

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Mikušová, Marie, Petra Rydvalová, Naděžda Klabusayová, and František Konečný. "Has COVID-19 affected the organisational culture of non-governmental organisations?" E+M Ekonomie a Management 26, no. 3 (2023): 70–91. http://dx.doi.org/10.15240/tul/001/2023-3-005.

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Organisational culture, as one of the key features of any organisation, is related to its performance. This is also true for non-governmental organisations. The purpose of this research is to identify changes in the dimensions of the organisational culture of these organisations caused by the pandemic. Data from 586 respondents, identified through an online OCAI questionnaire, were collected for pre-COVID-19, current, and preferred state. Statistically significant representation of the dimensions was identified in the types of culture. It was found that hierarchy culture was prevalent in pre-C

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Barratt-Pugh, Llandis, and Susanne Bahn. "HR strategy during culture change: Building change agency." Journal of Management & Organization 21, no. 6 (2015): 741–54. http://dx.doi.org/10.1017/jmo.2014.95.

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AbstractThis paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.This paper desc

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Musa, Mohamed Yabarow, and M. A. Muathe Stephen. "Organisational Structure and Strategy Implementation: Empirical Evidence from Oil Marketing Companies in Kenya." International Journal of Management and Applied Research 7, no. 1 (2020): 42–54. https://doi.org/10.18646/2056.71.20-003.

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The paper aims to investigate the relationship between organisational structure and strategy implementation in oil marketing companies. The study attempts to ascertain the perceptions of the employees regarding the impact of organisational structure on strategy implementation using four organisational variables: hierarchical levels, organisational communication, decision making structures and organisational culture. Based on a sample of 148 respondents working in Kenyan oil marketing companies, the study found that hierarchical levels, organisational communication, decision making structures a

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Babnik, Katarina, Kristijan Breznik, Valerij Dermol, and Nada Trunk Širca. "The mission statement: organisational culture perspective." Industrial Management & Data Systems 114, no. 4 (2014): 612–27. http://dx.doi.org/10.1108/imds-10-2013-0455.

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Purpose – The purpose of this paper is to contribute to the understanding of mission statement contents and its function in guiding employee's behaviour from the organisational culture (OC) perspective. Design/methodology/approach – The research is based on a mixed method approach. The quantitative content analysis of mission statements was performed on a sample of 222 Slovenian companies. Mission statement's keywords were analysed with exploratory factor analysis. Advanced network analytic approaches such as PathFinder algorithm were utilised to obtain better understanding of interrelatedness

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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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Low, Wai Wah, Hamzah Abdul-Rahman, and Norhanim Zakaria. "Organisational culture of Malaysian international construction organisations." International Journal of Construction Management 20, no. 2 (2018): 105–21. http://dx.doi.org/10.1080/15623599.2018.1484552.

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Vnoučková, Lucie, and Hana Urbancová. "Setting Organisational Culture to Develop Potential and Innovativeness." Quality Innovation Prosperity 24, no. 1 (2020): 54. http://dx.doi.org/10.12776/qip.v24i1.1346.

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<p><strong>Purpose:</strong> The article aims to identify approaches influencing impact of organisational culture on development of innovation potential in organisations.</p><p><strong>Methodology/Approach:</strong> The data were obtained by questionnaire survey in organisations operating in the Czech Republic (n = 207) that represented all sectors of Czech economy.</p><p><strong>Findings:</strong> In today’s highly competitive environment, organisations need to focus on setting an organisational culture that will support the de

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Fontannaz, S., and H. Oosthuizen. "The development of a conceptual framework to guide sustainable organisational performance." South African Journal of Business Management 38, no. 4 (2007): 9–19. http://dx.doi.org/10.4102/sajbm.v38i4.590.

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The emergence of the networked economy implies that traditional management approaches no longer suffice in addressing the challenge of complexity. This is compounded by the existence of divergent approaches to determining organisational performance in both management practice and academia, resulting in an execution gap occurring between strategy formulation and results.This article contributes to an understanding of organisational performance by integrating the divergent approaches to determining organisational performance into the Performance ‘ESP’ framework. This provides a conceptual framew

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Scupola, Ada, and Hanne Westh Nicolajsen. "Enterprise Crowdsourcing and Organizational Culture." International Journal of E-Services and Mobile Applications 13, no. 2 (2021): 1–20. http://dx.doi.org/10.4018/ijesma.2021040101.

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Although enterprise crowdsourcing systems that aim to harness the collective intelligence of employees for innovation purposes are proliferating, little is known about how they may impact organisations and their culture. To shed light on this problem, this paper conducts a case study to investigate an engineering consultancy's efforts to implement an internal crowdsourcing as part of an effort to change the innovation culture of the organisation. Taking the starting point in the literature on the relationship between IT and organisational culture and enterprise crowdsourcing, this paper unders

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Hutapea, Winda Melina, Nagian Toni, Cut Fitri Rostina, and Elly Romy. "THE EFFECT OF ORGANIZATIONAL CULTURE AND WORK MOTIVATION ON EMPLOYEE PERFORMANCE WITH JOB SATISFACTION AS AN INTERVENING VARIABLE AT PT SUPRA PRIMATAMA NUSANTARA TERRITORY WEST 1 - SUMATRA." Social Economics, no. 68 (December 31, 2024): 186–92. https://doi.org/10.26565/2524-2547-2024-68-18.

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The research objective of this article is to examine the factors that influence Organisational Culture and Work Motivation on Employee Performance. The development of an increasingly broad and complex business world has an impact on qualified and competent human resources, which is one of the company's needs and is the main element that must be managed in order to achieve company goals. Organisational culture has an important impact on performance. Therefore, companies need to form an organisational culture that develops so as to create performance that is aligned with organisational goals. A

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Quttainah, Majdi Anwar, and Priya Singh. "Implementation of Digital Competency-building Strategy in Management Education." Abhigyan 42, no. 1 (2024): 9–22. http://dx.doi.org/10.1177/09702385241233072.

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This article uses a case study method to explore implementing an organisation’s digital competency-building strategy. The research examines the organisation’s context, including its size, industry and current digital landscape, to comprehensively understand its challenges and opportunities in developing digital competencies. Through qualitative data collection techniques such as interviews, surveys and observations, the research uncovers the specific strategies employed by the organisation to build digital competencies. These strategies may include training programmes, mentorship initiatives,

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Brown, C. J. "A comprehensive organisational model for the effective management of project management." South African Journal of Business Management 39, no. 3 (2008): 1–10. http://dx.doi.org/10.4102/sajbm.v39i3.561.

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This paper is not primarily aimed at project leaders, but at the decision-makers on project management in organisations. The purpose is to expose the not-so-obvious organisational complications which confront project managers in the management of projects. The point of departure is to establish a comprehensive approach to creating an organisational environment conducive to project management excellence in an organisation.In the arenas of business and management, the principles of project management is relatively simple and much of it actually common sense. However, it is the experience of many

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Colaco, Beverly, and Natasha M. Loi. "Investigating the relationship between perception of an organisation’s ethical culture and worker motivation." International Journal of Organizational Analysis 27, no. 5 (2019): 1392–408. http://dx.doi.org/10.1108/ijoa-08-2018-1511.

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Purpose This study aims to examine whether an individual’s perception of the ethical culture of their organisation could be used to predict their work motivation. Design/methodology/approach Using the corporate ethical virtues model as a foundation, the role of distributive justice was explored through the development of a composite measure for assessing ethical organisational culture. The resulting six-factor solution was then used. Australian employees (N = 330; Mage = 38.40) completed an online survey examining perceptions of ethical culture, distributive justice and work motivation. Findin

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Mohamed, Yabarow Musa, and Stephen M. A. Muathe. "Organisational Structure and Strategy Implementation: Empirical Evidence from Oil Marketing Companies in Kenya." International Journal of Management and Applied Research 7, no. 1 (2020): 42–54. http://dx.doi.org/10.18646/2056.71.20-003.

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The paper aims to investigate the relationship between organisational structure and strategy implementation in oil marketing companies. The study attempts to ascertain the perceptions of the employees regarding the impact of organisational structure on strategy implementation using four organisational variables: hierarchical levels, organisational communication, decision making structures and organisational culture. Based on a sample of 148 respondents working in Kenyan oil marketing companies, the study found that hierarchical levels, organisational communication, decision making structures a

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HM, Manda, and Andi Zainal Abidin. "The Role of Leadership in Managing Information Technology Change and its Impact on Organisational Human Resources." Technology and Society Perspectives (TACIT) 1, no. 3 (2023): 112–21. http://dx.doi.org/10.61100/tacit.v1i3.59.

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The development of information technology (IT) has significantly changed the way organisations operate and communicate. In the digital era, organisations that want to remain competitive and relevant must be able to manage information technology changes well. The purpose of this study is to examine the role of leadership in managing information technology change and its impact on organisational HR. This research is a literature review that utilises qualitative methods, which means that it will analyse and interpret data by utilising information and text derived from various sources. The results

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Pangarso, Astadi, Alex Winarno, Pramitha Aulia, and Dinda Aulia Ritonga. "Exploring the predictor and the consequence of digital organisational culture: a quantitative investigation using sufficient and necessity approach." Leadership & Organization Development Journal 43, no. 3 (2022): 370–85. http://dx.doi.org/10.1108/lodj-11-2021-0516.

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PurposeDigital organisational culture is essential for organisations in the digital era. However, examination of the role of digital organisational culture in government institutions remains limited. Thus, this study aims to investigate the influence of digital organisational culture on employee performance by considering empowering leadership as a predictor.Design/methodology/approachThis study analyses the research framework on the basis of a survey of 76 employees at the Indonesian Ministry of Administrative Reform and Bureaucratic Reform. The framework relating to the influence of digital

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Willar, Debby, Bambang Trigunarsyah, and Vaughan Coffey. "Organisational culture and quality management system implementation in Indonesian construction companies." Engineering, Construction and Architectural Management 23, no. 2 (2016): 114–33. http://dx.doi.org/10.1108/ecam-02-2015-0026.

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Purpose – The review of literature found that there is a significant correlation between a construction company’s organisational culture and the company quality performance. The purpose of this paper is to assess the organisational culture profiles of Indonesian construction companies, and to examine the influence of the companies’ organisational culture profiles on their quality management systems (based on QMS-ISO 9001:2008) implementation. Prior to conducting the examination, there are examinations of the relationships among the quality management system (QMS) variables. Design/methodology/

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Laforet, Sylvie. "Effects of organisational culture on organisational innovation performance in family firms." Journal of Small Business and Enterprise Development 23, no. 2 (2016): 379–407. http://dx.doi.org/10.1108/jsbed-02-2015-0020.

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Purpose – The purpose of this paper is to examine the effects of organisational culture (OC) on organisational innovation performance (OIP) in family small and medium-sized enterprises (SMEs). It seeks to establish the type of culture that lead to high innovation performance in family firms. Design/methodology/approach – A postal survey of family SMEs across sectors in the UK is conducted. The study employs multiple regression analyses to test which family business culture has an effect on OIP. Among the family business cultures tested are: an external cultural orientation, a flexible and open

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Wessels, Hendrik Marius, and Naomi Wilkinson. "Assessing organisational governance maturity: A retail industry case study." Risk Governance and Control: Financial Markets and Institutions 6, no. 2 (2016): 58–71. http://dx.doi.org/10.22495/rcgv6i2art8.

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For any business to operate effectively, a governance framework that operates at the relevant maturity level is required. An organisational governance maturity framework is a tool that leadership can use to determine governance maturity. This study aims to determine whether the organisational governance maturity framework (developed by Wilkinson) can be applied to the selected retail industry organisation to assess the maturity of the organisation’s governance, limited to the ‘leadership’ attribute. Firstly, a high-level literature review on ethical leadership, ethical decision-making, ethical

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Al-Madadha, Amro, Ahmad Samed Al-Adwan, and Fida Amin Zakzouk. "Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics." Organizacija 54, no. 1 (2021): 36–48. http://dx.doi.org/10.2478/orga-2021-0003.

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Abstract Background and Purpose: Organisational politics can have a substantial negative effect on employees’ performance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employees in the Jordan banking industry via online surveys. Structural equation modelling (SE

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Alibabić, Šefika. "Obrazovanje i učenje odraslih - Jezgro menadžmenta promene." Obrazovanje odraslih/Adult Education 10, no. 1 2010 (2010): 103–18. http://dx.doi.org/10.53617/issn2744-2047.2010.10.1.103.

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Intention of this work is to elaborate and to demonstrate on a theoretical level that adult education and learning is the basis of successful change management. For this purpose we have selected four variables - strategic changes, organisational culture, concept of learning organisation and competence basis of successful management. The analysis of these variables enabled te following conclusions: strategic change is based on organisational learning; the core of change management in organisation is the education and learning management of employees, since education and learning is the most imp

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Boikanyo, Dinko Herman, and Godknows Gomwe. "Exploring organizational culture and strategy implementation in the 4IR." International Journal of Business Ecosystem & Strategy (2687-2293) 6, no. 6 (2024): 71–78. https://doi.org/10.36096/ijbes.v6i6.572.

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This study explored organisational culture and strategy implementation within the framework of the fourth industrial revolution (4IR). Using semi-structured interviews and thematic data analysis, the study explored the primary determinants of organisational culture and how these drivers affect the implementation of strategies in the 4IR. A total of twenty-five bank workers from South Africa participated in the study to collect qualitative data. Version 23 of the Atlas-ti software was utilised to analyse the participant data. Content analysis was employed in the study to analyse the data. The s

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Struwig, F. W., and E. E. Smith. "The relationship between organisational culture and strategy formulation in South African firms." South African Journal of Business Management 33, no. 1 (2002): 21–29. http://dx.doi.org/10.4102/sajbm.v33i1.694.

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In this article the relationship between organisational culture and strategy formulation in South African firms is investigated. The intention is to analyse whether South African firms with specific organisational culture types formulate strategies in the same manner. Literature available on the individual concepts of organisational culture and strategy formulation is extensive, but the relationship between the two concepts is generally ignored. During the empirical survey a self-administered questionnaire was send to 3000 firms. The culture type exhibited by firms was compared to the manner i

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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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Koloniari, Maria, Eftichia Vraimaki, and Kostas Fassoulis. "Factors affecting knowledge creation in academic libraries." Journal of Librarianship and Information Science 51, no. 1 (2016): 20–33. http://dx.doi.org/10.1177/0961000616668958.

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Knowledge has been widely recognised as the most valuable asset of an organisation and the creation of new knowledge as a prerequisite for improving service quality and achieving innovation. The current study, adopting a business-oriented approach, aims to explore the factors that affect knowledge creation in Greek academic libraries. More specifically, building on the findings of a preliminary study, it empirically tests the influence of knowledge enablers, namely organisational culture, organisational structure, human resource management and information technology, on both knowledge-centred

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OUAKOUAK, MOHAMED LAID, and NOUFOU OUEDRAOGO. "ANTECEDENTS OF EMPLOYEE CREATIVITY AND ORGANISATIONAL INNOVATION: AN EMPIRICAL STUDY." International Journal of Innovation Management 21, no. 07 (2017): 1750060. http://dx.doi.org/10.1142/s1363919617500608.

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As an important source of organisational innovation, employee creativity is considered by most scholars and practitioners as a must for contemporary organisations. In this vein, organisational members should and must actively engage in generating new and valuable ideas. Various scholars have emphasized the value of identifying and understanding the factors contributing to employee creativity. The purpose of this research is therefore to investigate the factors fostering individual creativity and organisational innovation. To this end, we have developed a conceptual model and tested it with an

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Marais, Pepe, and Flip Schutte. "A FRAMEWORK FOR TRANSFORMING CORPORATE PURPOSE INTO ORGANISATIONAL CULTURE." International Journal of Professional Business Review 9, no. 3 (2024): e04272. http://dx.doi.org/10.26668/businessreview/2024.v9i3.4272.

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Purpose: One of the most powerful and talked about approaches in the management and leadership of modern business today is Organisational Purpose. When placed at the heart of strategy, it is said to increase employee engagement exponentially, resulting in the unlocking of human potential, lighting up passion and enthusiasm within people, and beating the line in financial performance through overservicing and delighting customers, by as much as 42% compared to the stock market. However, as much as Organisational Purpose is heralded as the core motivation behind the sustainable success of any or

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Nayager, T., and JJ Van Vuuren. "An analysis of an organisational strategy, structure and culture that supports corporate entrepreneurship in established organisations." South African Journal of Economic and Management Sciences 8, no. 1 (2015): 29–38. http://dx.doi.org/10.4102/sajems.v8i1.1281.

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The environment in which a business operates is not static. Intensifying global competition and rapid technological progress put presure on business to change. Better quality and service and lower costs are no longer enough to give a competitive advantage. Adaptability, flexibility, speed, aggressiveness and innovativeness are increasingly necessary. This can be achieved by entrepreneurial organisations. Through corporate entrepreneurship, big business can improve its profitability and competitive standing. This research aims to determine the characteristics of organisational strategy, structu

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Mavondo, Felix, and Mark Farrell. "Cultural orientation: its relationship with market orientation, innovation and organisational performance." Management Decision 41, no. 3 (2003): 241–49. http://dx.doi.org/10.1108/00251740310468054.

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The relationships among organisational culture, business environment, business strategy and functional strategies are rarely investigated in a holistic perspective. This leads to reductionism in modelling and prevents the full exploration of the potentially complex relationships among cultural orientation, business strategy and functional strategies and their impact on organisational performance. This paper, based on a sample drawn from food manufacturing businesses in Zimbabwe, recognises the pervasive impact of organisational culture on organisational strategy and functional strategies. As a

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Tiwari, Vivek. "Trust: The Bedrock of Nations, Societies and Organisations—A Talent Imperative." NHRD Network Journal 18, no. 1 (2025): 70–76. https://doi.org/10.1177/26314541251325705.

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Numerous studies worldwide have highlighted the significance of trust in all aspects of life. Whether it is a nation, society or organisation, the importance of trust-building is unquestionable. Studies have established a linkage between trust and economic prosperity, and organisations recognise the importance of instilling and communicating trust to all their stakeholders to create long-term value. However, the growing depletion of trust in institutions and individuals in leadership capacities is a cause for concern. Findings from the Edelman Trust Barometer and other renowned organisations r

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Magoba, Caleb, Garikayi Mhishi, Samuel Mwenje, et al. "The Effect of Entrepreneurial Culture on Financial Performance. Evidence from Manufacturing SMEs in Mutare Nyakamete." International Journal of Finance and Accounting 4, no. 1 (2025): 120–47. https://doi.org/10.37284/ijfa.4.1.3198.

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The research aimed at investigating the influence of entrepreneurial culture on the financial performance of SMEs as measured by return on investment (ROI). The objectives of the research were to identify elements of entrepreneurial culture, and factors promoting institutionalising entrepreneurial culture, establish reasons inhibiting institutionalising entrepreneurial culture in manufacturing SMEs and examine the association between entrepreneurial culture and financial performance in manufacturing SMEs. A mixed method research strategy which blends quantitative and qualitative research desig

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Senarathna, Ishan, Matthew Warren, William Yeoh, and Scott Salzman. "The influence of organisation culture on E-commerce adoption." Industrial Management & Data Systems 114, no. 7 (2014): 1007–21. http://dx.doi.org/10.1108/imds-03-2014-0076.

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Purpose – The purpose of this paper is to empirically examine the influence of different organisational cultures on e-commerce adoption maturity in small- and medium-sized enterprises (SMEs). Design/methodology/approach – The data for this study were gathered using postal survey questionnaire and analysed using quantitative analysis methods. Findings – The result indicates a positive correlation between adhocracy culture and e-commerce adoption. However, those firms with hierarchy cultural characteristics indicate a negative correlation in relation to e-commerce adoption. The organisational cu

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AJDAROVSKA, Zejnepe, and Melis ATTAR. "ANALYSING THE RELATIONSHIP BETWEEN ORGANISATIONAL CULTURE AND ORGANISATIONAL AMBIDEXTERITY." Business & Management Studies: An International Journal 8, no. 3 (2020): 3550–81. http://dx.doi.org/10.15295/bmij.v8i3.1534.

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Nowadays, despite the increased number of investigations on organisational ambidexterity in business environment, theoretical and practical literature still face a gap, and there is a lack of phenomenon construction. Besides, the organisational culture is a variable that has been studied for an extended period by many researchers from different fields. However, so far in the literature, the investigation of the relationship between organisational culture and organisational ambidexterity is rare and not exclusive. In this regard, this study is original in that it attempts to examine the relatio

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Thomas, A., and D. Lindsay. "Organisational culture at a South African food service company." South African Journal of Business Management 34, no. 4 (2003): 45–52. http://dx.doi.org/10.4102/sajbm.v34i4.691.

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The aim of the present exploratory study was to examine whether congruence exists between the organisational culture perceived to be evident at Compass, South Africa and the strategic objectives of the company. Information from the administration of the Harrison and Stokes (1992) instrument to measure existing and preferred organisational culture orientations was obtained from a sample of 86 employees representing two employee groupings at the company. The findings indicate that a difference in perception of the existing culture is evident between the CEO and the two employee groups and that t

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