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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 (February 24, 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 for competition, resources and capabilities, and performance of the organisation. Analyses of descriptive, parametric, and linear regression were conducted to examine the effects of these constructs on organisational performance. The results suggest that organisational characteristics are significantly associated with internal business processes, learning, and the growth perspectives of an organisation’s performance, while competitive strategies, resources, and capability perspectives are significantly related to financial perspectives. As a result, these findings add to the current discourse regarding organisational performance differentials in the construction industry. The study demonstrates that it is critical to take into account the different organisational characteristics that are implemented within organisations and how they influence organisational performance beyond rational processes.
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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 (February 9, 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 them. If the organisation’s employees feel that their organisation doesn’t worth their effort, so they start loosing interest in the Organisations work. Various researchers have supported the fact that the employees who are more committed to the organisation are high in performance, reduce absenteeism and try to stay in their current organisation for longer duration.
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Farkas, Johanna, János Sallai, and Ernő Krauzer. "The Organisational Culture of the Police Force." Internal Security 12, no. 1 (July 22, 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
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Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (June 22, 2019): 3440. http://dx.doi.org/10.3390/su11123440.
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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.
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Mutebi, Henry, Moses Muhwezi, Joseph Mpeera Ntayi, and John C. Kigozi Munene. "Organisation size, innovativeness, self-organisation and inter-organisational coordination." International Journal of Emergency Services 9, no. 3 (August 5, 2020): 359–94. http://dx.doi.org/10.1108/ijes-05-2020-0024.
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PurposeThe purpose of this study is to examine how humanitarian organisation size affects inter-organisational coordination and further tested the mediating role of organisational innovativeness, self-organisation in the relationship between humanitarian organisation size and inter-organisational coordination among humanitarian organisations in Uganda.Design/methodology/approachThe study is based on cross-sectional survey; data was collected from 101 humanitarian organisations. The analysis of the proposed hypotheses was done with the help of PLS-SEM using SmartPLS version 3.3.0 for professionals.FindingsThe results show that humanitarian organisation size significantly relates with inter-organisational coordination. In addition, self-organisation and organisational innovativeness play a complementary role between humanitarian organisation size and inter-organisational coordination.Research limitations/implicationsThe findings of this research provide useful insights into the role of humanitarian organisation size in boosting inter-organisational coordination in humanitarian relief delivery. High levels of self-organisation and organisational innovativeness not only improve inter-organisational coordination in humanitarian relief delivery but also enhance the transformation of humanitarian organisation size benefits into inter-organisational coordination.Originality/valueThis research is one of the few studies that investigated the effect of humanitarian organisation size and inter-organisational coordination. It also brings into the limelight the mediating role of self-organisation and organisational innovativeness between humanitarian organisation size and inter-organisational ordination in humanitarian relief delivery.
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Mutebi, Henry, Joseph Mpeera Ntayi, Moses Muhwezi, and John C. Kigozi Munene. "Self-organisation, adaptability, organisational networks and inter-organisational coordination: empirical evidence from humanitarian organisations in Uganda." Journal of Humanitarian Logistics and Supply Chain Management 10, no. 4 (August 21, 2020): 447–83. http://dx.doi.org/10.1108/jhlscm-10-2019-0074.
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PurposeTo coordinate humanitarian organisations with different mandates that flock the scenes of disasters to save lives and respond to varied needs arising from the increased number of victims is not easy. Therefore, the level at which organisations self-organise, network and adapt to the dynamic operational environment may be related to inter-organisational coordination. The authors studied self-organisation, organisational networks and adaptability as important and often overlooked organisational factors hypothesised to be related to inter-organisational coordination in the context of humanitarian organisations.Design/methodology/approachThe study’s sample consisted of 101 humanitarian organisations with 315 respondents. To decrease the problem of common method variance, the authors split the samples within each humanitarian organisation into two subsamples: one subsample was used for the measurement of self-organisation, organisational network and adaptability, while the other was for the measurement of inter-organisational coordination.FindingsThe partial least square structural equation modelling (PLS-SEM) analysis using SmartPLS 3.2.8 indicated that self-organisation is related to inter-organisational coordination. Organisational network and adaptability were found to be mediators for the relationship between self-organisation and inter-organisational coordination and all combined accounted for 57.8% variance in inter-organisational coordination.Research limitations/implicationsThe study was cross sectional, hence imposing a limitation on changes in perceptions over time. Perhaps, a longitudinal study in future is desirable. Data were collected only from humanitarian organisations that had delivered relief to refugees in the stated camps by 2018. Above all, this study considered self-organisation, adaptability and organisational networks in the explanation of inter-organisational coordination, although there are other factors that could still be explored.Practical implicationsA potential implication is that humanitarian organisations which need to coordinate with others in emergency situations may need to examine their ability to self-organise, network and adapt.Social implicationsSocial transformation is a function of active social entities that cannot work in isolation. Hence, for each to be able to make a contribution to meaningful social change, there is need to develop organisational networks with sister organisations so as to secure rare resources that facilitate change efforts coupled with the ability to reorganise themselves and adapt to changing environmental circumstances.Originality/valueThe paper examines (1) the extent to which self-organisation, adaptability and organisational networks influence inter-organisational coordination; (2) the mediating role of both adaptability and organisational networks between self-organisation and inter-organisational coordination in the context of humanitarian organisations against the backdrop of complex adaptive system (CAS) theory.
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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 (January 12, 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 excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (March 4, 2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.
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Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
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Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
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The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
 Keywords: Organisational peace, school, Turkey.
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Chipangura, Paul, Dewald van Niekerk, Fortune Mangara, and Annegrace Zembe. "Organisational vulnerability: exploring the pathways." Disaster Prevention and Management: An International Journal 33, no. 6 (June 7, 2024): 16–29. http://dx.doi.org/10.1108/dpm-03-2024-0065.
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PurposeThis study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.Design/methodology/approachThis study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.FindingsThe analysis highlights the multifaceted nature of organisational vulnerability, which arises from both inherent weaknesses within the organisation and external risks that expose it to potential hazards. The inherent weaknesses are rooted in internal vulnerability pathways such as organisational culture, managerial ignorance, human resources, and communication weaknesses that compromise the organisation’s resilience. The external dimension of vulnerability is found in cascading vulnerability pathways, e.g. critical infrastructure, supply chains, and customer relationships.Originality/valueAs the frequency and severity of disasters continue to increase, organisations of all sizes face heightened vulnerability to unforeseen disruptions and potential destruction. Acknowledging and comprehending organisational vulnerability is a crucial initial step towards enhancing risk management effectiveness, fostering resilience, and promoting sustainable success in an interconnected global environment and an evolving disaster landscape.
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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.
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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Walton, Paul. "Information Evolution and Organisations." Information 10, no. 12 (December 12, 2019): 393. http://dx.doi.org/10.3390/info10120393.
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In a changing digital world, organisations need to be effective information processing entities, in which people, processes, and technology together gather, process, and deliver the information that the organisation needs. However, like other information processing entities, organisations are subject to the limitations of information evolution. These limitations are caused by the combinatorial challenges associated with information processing, and by the trade-offs and shortcuts driven by selection pressures. This paper applies the principles of information evolution to organisations and uses them to derive principles about organisation design and organisation change. This analysis shows that information evolution can illuminate some of the seemingly intractable difficulties of organisations, including the effects of organisational silos and the difficulty of organisational change. The derived principles align with and connect different strands of current organisational thinking. In addition, they provide a framework for creating analytical tools to create more detailed organisational insights.
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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 (December 1, 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 culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
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GUERNOUB, Hemza. "Promoting Innovation in Public Organisations: An Analysis in a National Public Institution in Algeria." MANAGEMENT AND ECONOMICS REVIEW 9, no. 3 (November 5, 2024): 525–35. http://dx.doi.org/10.24818/mer/2024.03-08.
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Organisational innovation has become a critical factor for the survival and competitiveness of public-sector organisations. This form of innovation entails the introduction of new ways of doing and organising work that aimed at enhancing the organisation’s capacity to achieve its objectives. The aim of this study is therefore to explore the conditions that stimulate the development of organisational innovation in the context of a national public institution experiencing transformation and modernisation in Algeria. More specifically, our aim is to identify the internal and external conditions that facilitate the emergence of innovation, using a descriptive and analytical approach based on qualitative data collection (interviews and observations). The results of this work show that innovation is not isolated in the organisation, but is influenced by the organisation’s internal and external environment. This environment exerts pressure but also provides the conditions and the opportunities for innovation. The existence of a clear development strategy and project-based working structures provides a favourable context for innovation. Innovation is also a collective phenomenon, arising from the contribution of all key people in the organisation and the mobilisation of collective capacities through the role of leadership and the organisational support. Public organisations must therefore pay particular attention to these aspects in order to create value and innovate in their practices and remain competitive in an increasingly turbulent environment.
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ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW." Nowoczesne Systemy Zarządzania 10, no. 1 (December 18, 2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.
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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.
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Nagabhaskar, Dr M., and Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh." International Journal of Innovative Research in Engineering & Management 9, no. 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
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Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
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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 (February 25, 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 who are members of the federation of the construction industry (FOCI). 310 of the questionnaires that were distributed were retrieved, this represented an 82% of response rate. A hypothesis was formulated and tested using multiple regression analysis. Each type of the characteristic form a model equation, the p-values of all the models were 0.000 and The model's result showed that management style, decision making style, organisational culture, organisation effectiveness, organisation efficiency, behaviour and structure have a predictive value of 26%, 45% 20%, 34%. 14%, 54%, and 44% respectively, indicated that all types of characteristics used in the study significantly affect organisational performance. Putting special attention on them by the management of the organisation will significantly improve its performance. The study recommended that organisations in the Nigerian construction industry pay more attention to the identified types of organisational characteristics in order to achieve effective performance.
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Fasae, Felicia Bosede Kehinde. "Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development." Advances in Multidisciplinary and scientific Research Journal Publication 11, no. 4 (December 10, 2023): 75–86. http://dx.doi.org/10.22624/aims/humanities/v11n4p6.
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In an era where organisations are increasingly held accountable for their actions and their impact on society and the environment, ethical standards and effective communication behaviour have emerged as vital components of sustainable organisational development. This study examined the important place that morality and effective communication use occupy within organisations and their long-term sustainability. The paper explores quality character and organisational development; sustainable organisational development; indispensability of quality character in organisational development; effective communication and sustainable organisational development; language use, morality and successful sustainable organisational development; leadership, communication, ethical behaviour and sustainable organisational development; and, power of communication in and organisations in the new age. It was concluded that the key to successful sustainable organisation is the ability of organisations to invest in sound ethical/moral standards and employment of effective communication channels. It was recommended, among others, that management of organisations should make policies that condemn negative character in the work environment and apply sanctions where necessary, and seminars and workshops could be organized regularly for employees in the area of communication and ethical behaviour. Keywords: Ethical standards, Communication, Moral, Language, Organisation, Sustainable Development Journal Reference Format: Fasae, F.B.K. (2023): Ethical Standards and Effective Communication for Fostering Sustainable Organizational Development. Humanities, Management, Arts, Education & the Social Sciences Journal. Vol. 11. No. 4, Pp 75-86. www.isteams.net/humanitiesjournal. dx.doi.org/10.22624/AIMS/HUMANITIES/V11N4P6.
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Smuts, Stefan, and Alta van der Merwe. "Key Industry 4.0 Organisational Capability Prioritisation towards Organisational Transformation." Informatics 11, no. 2 (April 2, 2024): 16. http://dx.doi.org/10.3390/informatics11020016.
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Industry 4.0 aids organisational transformation powered by innovative technologies and connectivity. In addition to navigating complex Industry 4.0 concepts and characteristics, organisations must also address organisational consequences related to fast-paced organisational transformation and resource efficacy. The optimal allocation of organisational resources and capabilities to large transformational programs, as well as the significant capital investment associated with digital transformation, compel organisations to prioritize their efforts. Hence, this study investigates how key Industry 4.0 organisational capabilities could be prioritized towards organisational digital transformation. Data were collected from 49 participants who had completed a questionnaire containing 26 statement actions aligned to sensing, seizing, transforming and supporting organisational capability domains. By analysing the data, statement actions were prioritized and operationalized into a prototyped checklist. Two organisations applied the prototyped checklist, illustrating unique profiles and transformative actions. The operationalisation of the checklist highlighted its utility in establishing where an organisation operates in terms of digital transformation, as well as what additional steps might be followed to improve its capability prioritisation based on low checklist scores. By understanding the prioritisation of Industry 4.0 capabilities, organisations could ensure that resources are allocated optimally for business value creation based on organisational capabilities prioritisation.
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Stephens, Alan J., and Jane M. Dwyer. "Culture Barriers to Customer Relationship Management: An Assessment of the Impact of Customers Experience in Organisations." Journal of Management World 2021, no. 4 (October 1, 2021): 214–21. http://dx.doi.org/10.53935/jomw.v2021i4.174.
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Customer Relationship Management (CRM) has become widely accepted as an important management discipline in recent years. Successful CRM performance has been linked to an organisation's ability to identify and respond to potential barriers within organisational culture. In this study, we measure the culture of organisations implementing CRM. We identified four types of culture: customer-focused behaviours, information sharing, cross-functional teams, performance-based rewards, supportive relationships, adaptive and responsive attitudes to change, and a higher degree of risk-taking and innovation. Inadequate measurement is identified as a problem associated with CRM system implementations. The impression that an organisation is a growing and dynamic system, and the perception from outsiders, especially from customers, that the organisation is high potential, will encourage customers to participate in the CRM program. Our results indicate that more than 40% of the sampled organisations lack the organisational cultural that the extant literature would indicate is conducive for achieving CRM implementation success.
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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 (March 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 study was conducted to determine the congruence of an organisation's value and IT value compatibility. This study found that there was a high correspondence in the organisational structure and practice dimensions; however, there were organisational culture disparities. The cultural disparities reflected the self-service acceptance and training issues experienced by the case organisation. These findings add insight into the problems experienced with value compatibility and the adoption of the information systems, and show the potential use of the proposed framework in the detection of such problems.
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Howell, Gwyneth V. J., and Rohan Miller. "Maple Leaf Foods: Crisis and Containment Case Study." Public Communication Review 1, no. 1 (February 9, 2010): 47. http://dx.doi.org/10.5130/pcr.v1i1.1297.
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Crises can impact an organisation’s viability, credibility and reputation. Communication can preserve and protect the valuable reputation of an organisation, by demonstrating an acceptance of responsibility for the crisis and addressing victim concerns. The research illustrates that Maple Leaf Food’s crisis communication strategy was effectual and in supported to its purported organisational values as an organisation focused on health and safety. This case highlights why it is crucial for organisations to develop and apply a cohesive crisis communication strategy.
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Pillay, Kiru, and Manoj Maharaj. "The Restructuring and Re-Orientation of Civil Society in a Web 2.0 World." International Journal of Cyber Warfare and Terrorism 5, no. 1 (January 2015): 47–61. http://dx.doi.org/10.4018/ijcwt.2015010104.
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This study focuses on how civil society organisations strategically deploy Web 2.0 technologies for transnational social advocacy and the impact of this technology adoption on civil society organisations' roles, structure, and orientation. The global environmental justice organisation, Greenpeace is used as a case study. Greenpeace advocates for changes in environmental policy and behaviour, has been at the forefront of environmental issues, and has used the mass media as an effective campaigning tool. The key findings that emerged was that social media has become a key ingredient of Greenpeace's campaigning strategy and has been embraced at both a strategic and operational level. The emergence of a collaborative communications paradigm has necessitated a level of organisational introspection evidenced in both changes in the organisation's strategic planning processes and changes to the organisational structure.
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Schulze, Jonas Hermann, and Felix Pinkow. "Leadership for Organisational Adaptability: How Enabling Leaders Create Adaptive Space." Administrative Sciences 10, no. 3 (June 28, 2020): 37. http://dx.doi.org/10.3390/admsci10030037.
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Organisational adaptability is the ability of an organisation to recognise the need to change and seize opportunities in dynamic environments. In an increasingly complex world, leadership must pay attention to dynamic, distributed, and contextual aspects in order to position their organisations for adaptability. The theory of dynamic capabilities constitutes a central concept for the requirements that enable organisational adaptability. Recent research suggested a model of “leadership for organisational adaptability” embedded in the theory of dynamic capabilities and ambidextrous leadership. This model ascribes leaders the task of creating “adaptive spaces”, which are ways to engage in tension that arises when new ideas collide with an organisation’s operational system, in order to generate and scale innovation. This work employs a qualitative research design by conducting expert interviews with participants from the management consulting industry as an exemplary object of research, and it identifies ways by which leaders can create such adaptive spaces. Findings indicate that leaders predominantly achieve this by providing employees with head space and opportunities to connect with others and promote diversity within their organisations. However, they could engage more actively in activities that pressure the organisation to change, leverage network structures to scale innovation, and in developing employees. It further emerged that organisations have not fully internalised the notion of distributed leadership, which is deemed crucial for coping with complexity.
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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (April 5, 2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.
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It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.
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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
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The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
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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 (May 11, 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 analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.
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Hafis Ahmad, Mohd, Syuhaida Ismail, and Abd Latif Saleh. "Readiness of Organisation and Employees in the Malaysian Public Organisation Towards Change Management." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 607. http://dx.doi.org/10.14419/ijet.v7i2.29.13984.
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Organisational change refers to the transformation of an organisation from its present condition to some intended conditions in the future in minimising refusal from employees and expenditure of running the organisation while simultaneously boosting the productiveness of the change attempt. This paper aims to appraise the change administration of organisations in Malaysia since limited research have been done to examine whether the employees are ready to accept change in the organisation. This research is materialising its objectives of (1) identifying the attributes of change management in the Malaysian public organisation; (2) investigating the current practice of organisation and employees in the Malaysian public organisation towards change management and (3) assessing the factors influencing readiness of organisation and employees in the Malaysian public organisation towards change management. It is found that change management is an organised way to make sure that changes are completely implemented without any problems to make transitions from the aspects of individuals, groups, and organisations to an intended circumstances in the coming days by focusing on the wider impacts of change, particularly on people, where change takes place thoroughly in the entire organisation. Furthermore, it is found that current practice of organisation and employees in the organisation towards change management involved in three main factors, namely trust in management, communication and organisational commitment; with the positive vision for the future perceived by management team as the factor of trust in management, meanwhile for communication, it is found that there is good communication between supervisors and employees about the organisation’s policy toward the changes. The factor found in organisational commitment is employees enjoy discussing their organisation with outsiders. The findings of this paper provide a positive impact on change management planning, which ultimately help in ensuring more effective change programme implementation in the public organisation in Malaysia.
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Srivastava, Sweta. "Explorations in Police Organisation: An Indian Context." International Journal of Police Science & Management 11, no. 3 (September 2009): 255–73. http://dx.doi.org/10.1350/ijps.2009.11.3.125.
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The research is concerned with understanding the role of organisational justice, and the parameters of organisational support mechanisms in the sustenance and enhancement of psychological well-being, which in turn was postulated to contribute to a number of organisationally relevant outcome variables, with a focus upon the target group of a security-service organisation personnel. The sample consisted of 270 male lower and middle level respondents from a government security-service (police) organisation, who were located in the eastern, central, and western parts of a large state of north India. Major findings were that internal motivation, ego-resilience, well-being, and organisational justice were significant positive predictors of organisationally relevant outcome variables. Further, organisational justice, and organisational support were found to be positive contributors to well-being, which apparently was needed to alleviate the sense of a lack of psychological well-being that seemed to prevail among the respondents.
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Jendza, Dorota. "Leader vs team member - Differences in equality and hierarchical individualism and collectivism - the context of public and private organisations." Management 28, no. 2 (November 27, 2024): 185–205. http://dx.doi.org/10.58691/man/195476.
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The aim of the study presented here is to identify differences in levels of individualism and equality collectivism and hierarchical individualism depending on the type of organisation and the organisational role performed. A total of 810 people took part in the study, representing organisations in the public and private sectors with different organisational roles. Participants answered questions on the scale on individualism and collectivism of equality and hierarchy (KIRH), constructed based on Singelis and Triandis' (1995) concept. The survey was conducted in May 2023 in Polish private and public organisations. A two-factor analysis of variance was used to determine differences in the level of hierarchical and equalitarian individualism and collectivism according to organisation type and organisational role in the research design of organisation type (public vs. private) x organisational role (managerial vs. employee). The research shows that the level of equality collectivism varies according to organisational role. It is higher among managers than among team members. The level of hierarchical collectivism varies according to the type of organisation and role. It is higher among team leaders in public organisations. No significant differences were found in the level of equality and hierarchical individualism between public and private organisations, as well as between managers and team members. The study confirms the existence of cultural differences between the public and private sectors and between managers and team members. The study highlights that the individual personality traits of team leaders may be as important in shaping employee behaviour as the type of organisation. The study is a pilot study.
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Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
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Edgeman, Rick, and Kunal Yogen Sevak. "The Circle Game: Poetry and Sustainable Enterprises." International Journal of Innovation and Economic Development 6, no. 6 (2021): 30–45. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.66.2003.
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Organisational progress toward sustainable social and natural environments is essential. So too, is financial performance sufficient to support organisational investment in sustainability. Perspectives as to what organisational sustainability is, how it is pursued, and its preferred fruits have evolved in recent years to incorporate both inclusion and circularity. Regardless of the prevalent organisational perspective, the organisation will need to formulate and execute a triple top-line strategy to deliver triple bottom line performance and impacts. Interpretation of inclusion depends on whether organisational focus is internal, or is riveted on people, communities, or societies the organisation serves or hopes to impact. Herein inclusion is principally outward-looking, and hence primarily addresses marginalised individuals or groups, including individuals at the base of the pyramid. Organisations aiming to ‘do well, by doing good’ are called for-benefit organisations and are central to this effort and, often, are inclusive businesses. More than ‘doing good’, such organisations may aid disadvantaged or marginalised individuals or groups through beneficial cultural innovation and transformation. Companion to inclusivity is circularity, where businesses focus on resource recovery and redeployment. New business models aiming to direct organisations toward sustainable excellence, will incorporate inclusivity and circularity.
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Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture." Journal of Resilient Economies (ISSN: 2653-1917) 1, no. 2 (December 30, 2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.
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The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the need for a more holistic perspective that includes formal and informal approaches. Building on these insights, here it is argued that understanding and attention to ‘organisation culture’ provides a lens by which organisations can better prepare for future challenges, especially where contexts of high uncertainty and volatility may prevail. Using the metaphor of an iceberg for organisational culture (OrgCulture), cultivation of resilience within organisations, allows for the embedding of a resilience-based approach into the fabric of organisations, such that it permeates organisational values and principles and informs policies and practices. Such conceptualisation of OrgRes, will enable establishing of deep internal ideologies that effect enduring ‘ways of thinking and doing’ that better prepare organisations for the future.
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Wäistö, Pia, Juhani Ukko, and Tero Rantala. "Workspace in supporting strategy implementation – a study of 25 knowledge-intensive organisations." Facilities 42, no. 15/16 (March 25, 2024): 53–69. http://dx.doi.org/10.1108/f-07-2023-0060.
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Purpose Organisational strategy becomes reality by connecting organisation’s resources and capabilities in daily operations, and physical workspace is one of the environments in which this takes place. This study aims to explore to what extent factors required for successful strategy implementation are considered when designing, using and managing workspaces of knowledge-intensive organisations. Design/methodology/approach For the study, managers in 25 large and medium-sized knowledge-intensive organisations were interviewed. The semi-structured interviews focused on organisation’s strategy, strategy implementation practices and workspace design and management. To form a comprehensive framework of strategy implementation success factors for the study, the factors of 11 frameworks were analysed, grouped and renamed. Findings Current workspace design, usage and management mainly support human-related strategy implementation factors. However, both organisation- and human-related factors are needed for the strategy implementation to be successful. Therefore, the organisations studied may have unused potential in their workspaces to ensure strategy-aligned operations and behaviour. Practical implications Due to the potential imbalance between organisation- and human-related strategy implementation factors, a more holistic, organisational-level approach to workspace design, usage and management is recommended to ensure the success of strategy implementation. Originality/value Workspaces have extensively been studied from individual strategy implementation factors’ as well as employees’ perspectives. Prior to this work, there are only few studies exploring workspace in the holistic, strategy implementation context.
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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 business are interdependent influencing each other significantly. This interplay shapes modern business.The convergence of people, procedures, and technology to defend business, persons, or networks against digital attacks is known ascybersecurity. Cybersecurity is essential to protect organisational assets from risks such as but not limited to personal data breaches, unauthourised access leading to reputational and financial impact (Sandhu 2021).Organisations that decide to implement digital technologies as part of their digital transformation journey are faced with increasing cyber threats and need to implement a reliable form of defence to protect their operations. In addition to digital transformation, organisations around the world are adopting artificial intelligence in their business process to reduce operating costs, boost productivity and improve customer experience. This introduces newer threats around artificial intelligence such as adversial AI attacks which involves attack vectors such as model poisoning. Artificial intelligence enabled cyber-attacks are also increasing and are contributing to the ever evolving complex threat landscape. Digital transformation and cybersecurity are intertwined elements crucial to today's business. The strategic management of cybersecurity involves comprehensive understanding and measures against cybercrime, attacks, and terrorism to ensure organisational and business sustainability during digital transformation (Özsungur 2021). Effective cybersecurity practices are the cornerstone of successful digital transformation, protecting enterprises from evolving cyber threats and fostering a secure digital environment.Effective cybersecurity management enhances business operations and reputation (Lopatova 2021). Businesses can turn cybersecurity into a commercial advantage by adopting proactive cybersecurity measures that not only protect assets but also assure business partners and customers of the firm's commitment to security. This can lead to smoother business transactions and partnerships, fostering trust across business networks . There is a shift in the perception about cybersecurity. It is now being viewed as a vital enabler for business growth fostering value creation and competitive advantage instead of being viewed as a cost burden. By mitigating cyber risks and fostering a secure information environment, businesses can enhance their operational efficiency, secure intellectual property, and maintain customer trust, thereby gaining a competitive edge.Digital technologies shape the organisational design and brings cultural change. Digital transformation introduces cybersecurity challenges that necessitate a culture shift towards greater security awareness within organisations (Saeed et al. 2023). Human factors plays an important role in effective cybersecurity of the organisation. End users and IT professionals and cybersecurity personnel play pivotal role. A strong organisational culture enhances cybersecurity by aligning beliefs, values, and attitudes with security goals. Organisational leaders can foster a security-aware culture that supports the organisation's overall cybersecurity objectives. The evolving business landscape requires continuous education on cybersecurity for all stakeholders within a company. This not only involves technical training but also understanding how cybersecurity impacts business strategies and operations. Educational initiatives need to cover the spectrum of risks and prepare businesses to handle emerging cybersecurity challenges effectively.Cybersecurity must be managed strategically within an organisation to optimize performance and mitigate risks. This involves integrating cybersecurity into business strategy, recognizing it as a dynamic field that requires continuous adaptation and management. In short, cybersecurity strategy must align with business strategy and IT strategy. By integrating cybersecurity into the strategy and cultural fabric, organisations can increase their cyber resilience. The strategic approach of an organisation significantly influences its cybersecurity landscape. Firms focusing on innovation often face greater cybersecurity risks due to decentralized control systems and a variety of technologies that may introduce vulnerabilities. Conversely, efficiency-focused businesses may have more centralized and potentially more secure systems, though they also need to adapt to evolving cyber threats. Effective cybersecurity practices are crucial for maintaining organisational integrity and performance. Cybersecurity influences various performance metrics, including risk management, compliance, and even financial performance.Is there a connection between cyber security adoption and organisational performance? The organisation's internal and external environmental elements need to be considered when studying the impact of the adoption of cybersecurity technologies. The three variables technology, organisation, and environment are used to identify the factors that affect on cybersecurity adoption. The technology-organisation-environment framework, referred to as the TOE framework, can be used for this analysis. Technological context considers the tenability, relative advantage, return on investment, cost, complexity, and compatibility. Organisational context considers the willingness to adopt, organisational readiness, knowledge and expertise, external support, communication process, and top management support. The environmental context considers competitiveness, external pressure, geopolitics and external events, fear of exposure, experience and laws and regulations.In environments where system performance is prioritized over security, there might be a tendency to allocate fewer resources to security measures. This can leave systems more vulnerable to attacks. Rapidly deploying new features or updates to meet performance targets can sometimes lead to overlooking security best practices or conducting inadequate testing, creating potential vulnerabilities. Moving to the cloud and using third party services for improved performance also can increase the security risks if these services are not adequately vetted and managed.The Security-Performance Tradeoff Model is a concept in cybersecurity that recognizes the balance between security measures that need to be implemented and the system performance that organisations need to maintain constantly. This model is important because both cybersecurity and the systems' performance can influence organisations' performance in terms of reputation, acceptance, etc. The Security-Performance Tradeoff Model is focused on the idea that there is usually a trade-off between cybersecurity and systems performance, and organisations need to manage a balance. It suggests that in some cases, the highest security levels can lower system performance, and vice versa. Organisations need to strike an appropriate balance by implementing tailored solutions that meet their security requirements without compromising operational efficiency or user experience.The following approaches can be adopted to manage the trade-off:Risk-Based Prioritization to identify critical assets and potential vulnerabilities. Prioritize security measures based on the risk level and the organisation's risk appetite.Use optimization Techniques to reduce the impact of security measures.Design security controls with end user in mind (eg Single sign on, IP restriction)Implement continuous Monitoring and TestingImplement adaptive security frameworks that can dynamically adjust security measures based on the current threat landscape.
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A. D., Pearce, and Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development." International Journal of Business and Management 12, no. 4 (March 26, 2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.
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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.
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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses, and Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context." Sustainability 12, no. 20 (October 10, 2020): 8323. http://dx.doi.org/10.3390/su12208323.
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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.
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Khalid, Noor Khairin Nawwarah, Aini Maznina A. Manaf, and Rizalawati Ismail. "Managing Organizational Change: The role of Middle Managers’ Stories and Emotional Reflexivity." Sains Humanika 16, no. 1 (December 31, 2023): 43–56. http://dx.doi.org/10.11113/sh.v16n1.2078.
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Previous studies have increasingly emphasised on the important roles of middle managers’ emotions in ensuring successful organisational change implementation. However, earlier research rarely focuses on middle managers’ emotional reflexivity during organisational change. The lack of awareness in practicing emotional reflexivity during change can affect middle managers’ work life quality where they can experience emotional vulnerability, workplace isolation and high sense of inadequacies. Using Communicative constitution of organisations the Montreal School (CCO TMS) as the theoretical underpinning, this research was conducted to study the emotional reflexivity of middle managers in a Malaysian organisation during organisational change. A qualitative methodology using semi-structured in-depth interviews was being carried to study about the targeted phenomenon and thirty middle managers from different departments in a Malaysian manufacturing aerospace component organisation has participated in this study. The analysis of the data generated seven emotional organisational change stories which were anxious, fear, anger, grief, hope, happy and gratitude. Those stories also generated the respondents’ emotional reflexivity dimensions which were self-consciousness, self-control and motivation. This research highlights the importance of listening to middle managers’ stories because it exposes the reasons for their acceptance and resistance towards change initiatives. It also highlights the importance for middle managers to instil emotional reflexivity skills in their work life as it helps them to understand and adapt to their organisation’s change programmes effectively. Lastly, this research also contributes to the enrichment of literature in the areas of CCO TMS theory, emotional reflexivity, organisational stories, as well as organisational change.
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Loban, N. V. "Strategic sustainability of an organisation and organisational innovation: Аn empirical study". Strategic decisions and risk management 16, № 1 (18 квітня 2025): 89–96. https://doi.org/10.17747/2618-947x-2025-1-89-96.
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Ensuring the strategic resilience of an organisation is important in the context of the need to develop the economy in a changing external environment. The presence of a significant proportion of strategically stable economic entities ultimately ensures the development of the national economy. The purpose of this work is to determine the relationship between the strategic sustainability of the organisation and the adoption of organisational innovation. Various methods were used to achieve this goal, including searching for information in open sources, conducting in-depth interviews and surveys of companies, and analysing the data obtained, including the use of update software. The article discusses key tools for ensuring strategic resilience. Interviews with industry experts revealed general criteria for an organisation that can be considered strategically sustainable. The novelty of this study is to determine the relationship between ensuring the strategic sustainability of an organisation through organisational innovation. Based on the analysis of 120 Russian companies from various industries, it was found that the majority of companies (72%) have introduced organisational innovations at least once, while in a significant proportion of companies the process of introducing organisational innovations is ongoing (38%). Organisations implement organisational innovations to maintain their own effectiveness and to remain competitive. In some cases, the introduction of organisational innovation may be a natural response to a change in the business model and/or an update of the organisation՚s strategy. The analysis revealed that the frequency of implementation of organisational innovations has a greater impact on the strategic stability of an organisation than just the fact of their implementation. Most strategically stable companies implement organisational innovation more often than strategically unstable companies. The practical significance of this study lies in the fact that the findings can be applied to the practical activities of organisations, and they also form the basis for further research in the field of strategic sustainability and organisational innovation.
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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 (June 1, 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. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić, and Josef Scheff. "Developing international talents: how organisational and individual perspectives interact." European Journal of Training and Development 41, no. 7 (August 7, 2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.
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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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Aslan, Mustafa. "Organisational structure revisited." Business & Management Studies: An International Journal 9, no. 1 (March 25, 2021): 282–94. http://dx.doi.org/10.15295/bmij.v9i1.1769.
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This study's primary goal is to investigate all variables that are reported to affect the organisational structure in the same research model. For this purpose, effects of Top Management Team profile variables, including Strategic Decision-Making Style and Strategic Decision-Making Group Size, Environmental Dynamism, Environmental Hostility, Organization Size (both annual turnover and number of employees are taken separately as the indicators of organisation size), Organization’s Age, and Technology (three technological levels: low, medium and high technologies) on the Organizational Structure analysed. Organisation’s Degrees of Centralization and Formalization were taken as organisational structure variables. The research adopted a convenient sampling method and was conducted with 455 managers working in Turkey's different organisations. The Partial Least Square-Structural Equation Model (PLS-SEM) approach is used to assess the effects of Top Management Team profile variables, environmental factors, and organisational factors on both the degree of centralisation and formalisation. The results show that TMT Age, Environmental Hostility, Organizational Size (Annual Turnover only), and Technology have a positive and significant effect only on formalisation, while Strategic Decision-Making Group Size, Strategic Decision-Making Style, and Environmental Dynamism on both The Degree of Centralisation and Formalisation. This study also showed that the effects of most of the variables mentioned in the literature as antecedents of the organisational structure could not be determined while all the variables mentioned above are included in the same research model.
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Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (September 1, 2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.
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Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.
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Noor Khairin Nawwarah Khalid and Aini Maznina A.Manaf. "Managing Organisational Change: The Role of Polyphony and Emotional Reflexivity." Journal of Advanced Research in Business and Management Studies 34, no. 1 (February 21, 2024): 42–60. http://dx.doi.org/10.37934/arbms.34.1.4260.
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Despite the profound impact of polyphonic practices in helping leaders and organisational members to achieve a successful organisational change effort, many organisations are still unable to engage in excellent change communication activities. As such, the organisations will face difficulties in achieving their short and long-term goals, create more misunderstandings among employees, and diminish both employees and customers’ trusts. Previous research studies have also progressively highlighted cultural factors has been one of the influential factors that affect the communication behaviours of organisational members and leaders during change. Since research that focuses on middle managers’ polyphony practices especially those in a collectivistic society has been minimal, this research was conducted to examine how polyphonism is practiced by the studied organisation during organisational change. Using middle managers’ conversations on emotional reflexivity during change, this research was conducted to obtain a rich understanding on the studied phenomenon. Communicative Constitution of Organisations the Montreal School (CCO TMS) theory was used to guide the present research and semi-structured in-depth interviews with thirty middle managers of a Malaysian (aerospace component manufacturing) organisation were carried out. The data was analysed using thematic analysis. The data revealed polyphony are strongly enforced by the respondents and their leaders through five steps of practice: mutual recognition, mutual trust, dialogic sessions, mutual understanding, and mutual agreement. The respondents also acted as polyphonous leaders: leader and decision maker of subordinates’ interactions, and leader for ideas’ diversity. The themes also reflected the emotional reflexivity practiced by the respondents which are self-consciousness, empathy, self-control, motivation and social skills. This research helped to contribute new traits to the unique face of Malaysians’ identities. It also shows the importance in attending to middle managers’ conversations on change since middle managers’ acceptance towards change are being influenced from their emotional reflexivity and organisation’s polyphony practice.
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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 (October 1, 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) (October 1, 2015): 264–70. https://doi.org/10.3846/btp.2015.492.
Pełny tekst źródłaStreszczenie:
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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Kallio, Tomi J., Kirsi-Mari Kallio, and Annika Johanna Blomberg. "Physical space, culture and organisational creativity – a longitudinal study." Facilities 33, no. 5/6 (April 7, 2015): 389–411. http://dx.doi.org/10.1108/f-09-2013-0074.
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Purpose – The purpose of this study is to explore the potential positive effects of the design of a physical organisational environment on the emergence of an organisational culture conducive to organisational creativity. Design/methodology/approach – The study is based on an in-depth, longitudinal case study, the aim being to enhance understanding of how a change in physical space, including location, spatial organisation and architectonic details, supports cultural change. Findings – It is suggested that physical space plays an implicit yet significant role in the emergence of a culture conducive to organisational creativity. It appears from the case analysis that there are three aspects of culture in particular, equality, openness and collectivity, that may be positively affected by the design of an organisation’s physical environment. Practical implications – The careful choice, planning and design of an organisation’s physical location, layout and style can advance the appearance of an organisational culture conducive to creativity. Originality/value – The paper describes a longitudinal study comparing a case organisation before and after a change in its physical environment. The longitudinal data illustrates how a change in the spatial environment contributes to the emergence of a culture conducive to organisational creativity.
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Bhakta Bhandari, Roshan, Christine Owen, and Benjamin Brooks. "Organisational features and their effect on the perceived performance of emergency management organisations." Disaster Prevention and Management 23, no. 3 (May 27, 2014): 222–42. http://dx.doi.org/10.1108/dpm-06-2013-0101.
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Purpose – This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations. Design/methodology/approach – Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based on four organisational features found to be previously important in emergency management organisation. These are, adaptability, leadership, stability (mission and direction) and stakeholder communication. An organisational survey was distributed to all 25 fire and emergency services agencies in Australia and New Zealand which included indicators of these elements. Responses were received from experienced emergency management personnel from fire and emergency services agencies. The sample was stratified into the three main organisational types, namely, established, expanding and extending organisations. Findings – The findings reveal that the predictive significance of organisational features in emergency response performance vary among established, expanding and extending organisations. The predictive significance of stability, adaptability and leadership for perceived success is strong in all organisational types. It is interesting to note that the predictive significance of communication with external stakeholders is low in all organisation types. This indicates the preference of emergency services agencies to look internally within their own operations than externally to build relationships with different specialism. Originality/value – The theoretical model in this study makes a first attempt to understand the role of organisational features in emergency response performance of organisations in Australia and New Zealand. This work contributes to theorizing emergency operations by highlighting how organisations need to manage two orientations simultaneously: their own internal as well as external orientations, together with their processes for managing both mission and direction and the need for change and flexibility.
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Bell, Sandra. "Organisational resilience: a matter of organisational life and death." Continuity & Resilience Review 1, no. 1 (August 29, 2019): 5–16. http://dx.doi.org/10.1108/crr-01-2019-0002.
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Purpose Being resilient in the face of risks that have the ability to negatively impact the strategic objectives, reputation or existence of the organisation is now not just an interesting concept but a matter of organisational life and death in many industries. However, very few businesses go beyond simply implementing measures to defend their competitive advantage in the face of market changes and business continuity capabilities to be able to survive operational disruptions. The paper aims to discuss these issues. Design/methodology/approach This paper uses real-life examples to explore some of the main issues associated with organisational resilience that are observed in the business and management literature. The aim is being able to demonstrate some of the practical reasons why organisational resilience is so hard to implement and what can be done to make it easier. Findings Organisational resilience is a business outcome and, as such, requires a holistic and adaptive management approach. This is theoretically straightforward as organisations are used to working together towards business outcomes. However, in practice three main issues generally thwart resilience-building activities: different professional groups within organisations anchor their understanding of resilience based on related interpretations such as psychology, ecology, economics, engineering, etc., which leads to internal conflict; there is often a widespread belief (or hope) that static goals and objectives will work in a dynamic environment; and flawed risk perceptions hamper organisation-wide situational awareness. Practical implications Faced with these issues, it is easy to understand why resilience activities are frequently limited to the tactical things that can be put in place to protect the organisation and its assets against acute shocks. However, as the risk landscape becomes ever more complex and uncertain such a defensive approach will only increase the vulnerability of organisations. Originality/value However, there are some straightforward and practical steps that organisations can take to break down internal barriers and promote a more collegiate approach to organisational resilience. An approach that is not only more efficient in terms of the management of risk but is also more cost effective and has a positive impact on culture, brand and reputation.