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1
Eljiz, Kathy, David Greenfield, John Molineux, and Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.
Повний текст джерелаАнотація:
Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for “deep smarts” people who act as “boundary spanners”. These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with “deep smarts” people – in managerial, auxiliary and clinical positions – has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.
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Kahn, Marc Simon. "Coaching on the Axis: An integrative and systemic approach to business coaching." International Coaching Psychology Review 6, no. 2 (September 2011): 194–210. http://dx.doi.org/10.53841/bpsicpr.2011.6.2.194.
Повний текст джерелаАнотація:
Business coaching is defined as occurring within an organisational context with the goal of promoting success at all levels of the organisation by affecting the actions of those being coached. Its success is based in the quality of the coaching relationship and the degree to which it successfully aligns with the organisation from which it takes direction and sanction. This paper explores an integrative and systemic approach to business coaching which captures the way it interfaces with organisational, interpersonal and intrapsychic systems. The integrative orientation ensures the coach is unrestricted theoretically and practically in delivering the most viable intervention and the systemic orientation works with the relational interfaces between coach, coachee and organisation to ensure alignment with organisational reality. These interfaces are viewed in three dimensions, the environment, the individual and the coaching relationship, existing on an axis that a coach may track thematically. A practical dialogical process is offered to elicit insights and test actions systemically along this axis. A detailed case study is provided.
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Balmer, John M. T. "Corporate marketing myopia and the inexorable rise of a corporate marketing logic." European Journal of Marketing 45, no. 9/10 (September 20, 2011): 1329–52. http://dx.doi.org/10.1108/03090561111151781.
Повний текст джерелаАнотація:
PurposeThis article outlines the nature of corporate marketing myopia and details the salient characteristics of a corporate marketing logic. The notion of identity‐based views of the firm is held to be highly meaningful to the comprehension of corporate marketing. In addition, the paper aims to broaden the understanding of the antecedents of corporate marketing by making reference to earlier, integrative endeavours (sensory integration, design integration, communications integration, branding integration and identity integration).Design/methodology/approachThe commentary explains the nature, antecedents, and benefits of an organisation‐wide corporate marketing logic.FindingsA corporate marketing logic characterises those organisations which realise their institutions and corporate brands can be important sources of differentiation. Moreover, it is held that organisations need to be involved in multi‐lateral relationships vis‐à‐vis customers, other stakeholders and with society at large. It is also mindful that an organisational marketing orientation should accord sensitivity to CSR/ethical concerns. A key precept of the corporate marketing logic is that it is institution‐wide ethos which is enacted via an organisation's culture. A long and a short definition of corporate marketing are enumerated.Practical implicationsPerceiving organisational marketing via the prism of identity‐based views of the firm and utilising the new corporate marketing mix (the 8Cs of corporate marketing) affords a practical and pragmatic means by which senior managers can foster and maintain a corporate marketing ethos and culture.Originality/valueA corporate marketing framework is introduced which is informed by: identity‐based views of the firm perspective and by key corporate‐level constructs.
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van Nunen, Karolien, Genserik Reniers, and Koen Ponnet. "Measuring Safety Culture Using an Integrative Approach: The Development of a Comprehensive Conceptual Framework and an Applied Safety Culture Assessment Instrument." International Journal of Environmental Research and Public Health 19, no. 20 (October 20, 2022): 13602. http://dx.doi.org/10.3390/ijerph192013602.
Повний текст джерелаАнотація:
An exponential amount of academic research has been dedicated to the safety culture concept, but still, no consensus has been reached on its definition and content. In general, safety culture research lacks an interdisciplinary approach. Furthermore, although the concept of safety culture is characterised by complexity and multifacetedness, the safety culture concept has been characterised by reductionism, where models and theories simplify the concept in order to better grasp it, leading to confined approaches. In this article, the multifacetedness of safety culture is acknowledged, and the topic is addressed from a safety science perspective, combining insights from multiple academic disciplines. An integrative and comprehensive conceptual framework to assess safety culture in organisations is developed, taking into account the limitations of existing models, as well as the needs of the work field. This conceptual framework is called the ‘Integrated Safety Culture Assessment’ (ISCA), where the ‘assessment’ refers to its practical usability. The practical rendition of ISCA can be used to map the safety culture of an organisation and to formulate recommendations in this regard, with the ultimate goal of bringing about a change towards a positive safety culture. The comprehensiveness of ISCA lies in the inclusion of technological factors, organisational or contextual factors and human factors interacting and interrelating with each other, and in considering both observable or objective safety-related aspects in an organisation, and non-observable or subjective safety-related aspects. When using ISCA, organisational safety culture is assessed in an integrative way by using a variety of research methods involving the entire organisation, and by taking into account the specific context of the organisation.
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van Zoest, Simon, Leentje Volker, and Marleen Hermans. "Implementing a new procurement strategy: the case of social housing associations." International Journal of Managing Projects in Business 13, no. 2 (July 26, 2019): 409–25. http://dx.doi.org/10.1108/ijmpb-09-2018-0189.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to address the barriers that Dutch housing associations encounter in implementing new procurement strategies. Design/methodology/approach Several aspects of purchasing, portfolio management, project delivery and supply management are discussed in relation to the changing role of housing associations as semi-public commissioning bodies in the Dutch construction industry, based on data derived from workshops with six Dutch housing associations. Findings Housing associations are adapting their procurement strategy towards a more integrative and performance-based approach to supply management. Due to the complexity of implementing this process, housing associations struggle especially with moving beyond pilot projects, increasing the maturity levels throughout the organisation and aligning new policies with daily practices at a tactical and an operational level. Practical implications Increased knowledge of change processes and seeing the potential of maturity models will be valuable for practitioners who are dealing with changes on the work floor. Social implications Client organisations are considered one of the key drivers of change in the construction industry. Insights into these particular organisational change processes contribute to the potential of industry reform. Originality/value Most studies on collaboration and integration in the supply chain focus on the inter-organisational level or on the supply side, rather than the internal organisation of the client.
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Kartikeyan, V. "Embrace the Organisation Unconscious: The Next Steps for Change Leaders and Organisation Development Practitioners." NHRD Network Journal 13, no. 3 (July 2020): 340–51. http://dx.doi.org/10.1177/2631454120953033.
Повний текст джерелаАнотація:
The move from an ‘A-rational’ world to the rational can be traced to the seventeenth century, in particular to the contribution of Rene Descartes, who advocated what is now known as the Cartesian view, which deifies the rational, the objective and the measurable. The problem with this advocacy was that all aspects of what did not seem rational got marginalised. This marginalisation has led, over the last couple of centuries, to a sense of disenchantment, fragmentation and ‘exclusionary processes’ in society, organisations and in general all human systems. Carl Jung’s pioneering work on the unconscious offers us a way out of this by beckoning us to revisit and reimagine the ‘A-rational’ in a way that brings vibrancy and aliveness to organisations. By envisaging the ‘Organisation Psyche’ and by learning to work with aspects of the ‘Organisation Unconscious’, such as the ‘Organisation Shadow’ and ‘Symbolic Complexes’, it may be possible to discover new integrative paths for change leaders and organisation development (OD) practitioners alike, to adopt to bring in a new sense of endeavour, volition and adventure for organisations and their agents.
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Wagner, Rienhard. "Organisational competence in project management —new perspectives on assessing and developing organisations." Journal of Project, Program & Portfolio Management 3, no. 1 (September 23, 2012): 45. http://dx.doi.org/10.5130/pppm.v3i1.2663.
Повний текст джерелаАнотація:
Organisations need to cope with a lot of challenges in an increasingly complex environment. As projects act as means to adapt to dynamic change the competence of managing these projects gains more and more attention. So far, the competence of individuals was seen as main the lever to improve the performance in projects. But the competence of an organisation is more than the collective competence of all individuals; it is rather the combination of individual competences, together with strategic, structural and cultural factors and the availability of suitable resources that helps an organisation to compete. The concept of organisational competences in project management is an integrative and holistic approach showing the competences needed to cope with projects in a complex environment.Assessments could be used to derive the development needs for an organisation. Taking into account the approach of organisational competences in project management, the assessment should cover more than the processes. For instance it should take a closer look at the strategy and how projects are selected and prioritised to increase the effectiveness. Furthermore, it should check how project work is organised and embedded in the corporate culture to improve efficiency.The gap between actual and target state as a highlighted result of an assessment leads to the need for action. Top management decides what should be done and how the objectives could be reached. One way to start a project is to improve the project management top-down. It will be argued that this as well the bottom-up approach is a way of improving organisational competence, giving space to manoeuvre for the people involved and letting self-organisation help the organisation to develop in a co-evolutionary way.
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Ilkevich, S. V. "An integrative concept of the knowledge management cycle and organisational distinctive competences." Strategic decisions and risk management 15, no. 4 (February 13, 2025): 333–37. https://doi.org/10.17747/2618-947x-2024-4-333-337.
Повний текст джерелаАнотація:
This article develops a complement to the integrative concept of the knowledge management cycle with a strategic competence subsystem, aimed at the sustainable growth of distinctive competences. The presented integrative concept of the knowledge management cycle and the organisation’s distinctive competences allows to extend the conceptual framework of the approach aimed at combining the paradigms of the resource approach to strategic management and knowledge management. It is an attempt at a broader and more systemic interpretation of the approach that has emerged in recent years around the concept of knowledge-based dynamic capabilities (KBDC). As the organisation evolves, capabilities and competencies are constantly and dynamically recombined in updated configurations that allow for a flexible response to changing business conditions while maintaining a conscious focus on the organisation’s significant long-term goals. At the same time, it is important to integrate knowledge as a kind of circulatory system that will circulate between the various competence bodies of the organisation, especially in relation to distinctive competences, although many of the principles are equally applicable to core competences. An organisation within the framework of such a paradigm in the context of the modern knowledge economy, can be defined as an intentionally directed knowledge system that strategically builds its pool of distinctive, key and unique competencies within the framework of an ascending and increasingly complex spiral reproduction of data, information and knowledge flows.
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Schörger, Daniel, and Kosheek Sewchurran. "Towards an interpretive measurement framework to assess the levels of integrated and integrative thinking within organisations." Risk Governance and Control: Financial Markets and Institutions 5, no. 3 (2015): 44–66. http://dx.doi.org/10.22495/rgcv5i3art5.
Повний текст джерелаАнотація:
This research study is located within the context of corporate reporting and is relevant for the agenda of sustainability and sustainable development. The specific context for this study is the South African mining industry, within which three units in the form of three companies, were chosen to provide a coherent case for this study. The sample for the analysis is based on the integrated reports of these companies for the years 2012 and 2013. This gives this research a total sample size of six reports. Based on the research findings an initial interpretive measurement framework to assess the levels of capital integration has been theorised which enables the various stakeholders of an organisation to assess the integrated and integrative thinking capabilities. The level of integration is represented as a maturity scale on which integrated thinking is associated with the lower levels, while integrative thinking is attributed to higher levels of maturity. In the elaborated framework, integrated thinking is perceived as being a prerequisite for integrative thinking. The practical implication of this study is that it provides a potential measurement framework for various organisational stakeholders, including investors, to assess the thinking capabilities that are more likely to lead to long term financial stability and sustainability. The value of this research study is that it provides an initial step towards measuring the level of integrated and integrative thinking capabilities within organisations where no such measurement framework currently exists. The limitations and implications of this research study are that the interpretive measurement framework represents merely an initial step and an ongoing working hypothesis which requires further research to develop its maturity and usefulness.
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Filyasova, Yu A. "Perfectionism and rational-emotive behaviour as a motivational policy for human resource management." UPRAVLENIE / MANAGEMENT (Russia) 10, no. 1 (April 1, 2022): 16–27. http://dx.doi.org/10.26425/2309-3633-2022-10-1-16-27.
Повний текст джерелаАнотація:
The article considers the concept of a perfectionist motivational policy, which promotes achieving a high level of intrinsic employee motivation that ensures accomplishment of the organisational duties maximum amount; meanwhile, additional compensation produces a motivation displacement effect. Theoretically, perfectionism, as the organisation corporate culture value, contributes to a significant resources saving for the personnel maintenance and development. Employees who find themselves in a corporate perfectionist culture have the advantage of achieving a high autonomy level due to developing integrative abilities for regulating social actions. Perfectionist motivational policy is more typical for the company`s growth cyclical stage and more beneficial for young people who have high goals regarding their professional development. Rational-emotive employees behaviour is a perfectionism operational correlate oriented towards catastrophic attitudes which stimulate continuous activity, maximum involvement in the organisation activities and the achievement of not only operational but also long-term company goals. Perfectionist motivational policy requires an independent employee performance appraisal, which limits the individuals’ personal influence on the organisation’s human resources policy. Inconsistency in implementation of the motivation structural elements not only hinders the motivation internalisation, but also provokes a rise in distrust of power structures in general due to the personnel management low culture in the organisation.
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Katou, Anastasia A. "How does human resource management influence organisational performance? An integrative approach-based analysis." International Journal of Productivity and Performance Management 66, no. 6 (July 10, 2017): 797–821. http://dx.doi.org/10.1108/ijppm-01-2016-0004.
Повний текст джерелаАнотація:
Purpose Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance). Design/methodology/approach The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation. Findings The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance. Research limitations/implications The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts. Practical implications The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment. Originality/value Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.
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Ledimo, Ophillia. "Development and validation of an organizational justice measurement instrument for a South African context." Risk Governance and Control: Financial Markets and Institutions 5, no. 1 (2015): 28–38. http://dx.doi.org/10.22495/rgcv5i1art3.
Повний текст джерелаАнотація:
Measuring organisational justice in a South African context is a concern as the concept is multi-dimensional and there is no comprehensive definition; therefore, an integrative and well-developed measure of organisational justice can advance the measurement and analysis of this concept. This study investigates the development and validity of an organisational justice measuring instrument (OJMI), and determines the relationships between the different dimensions of the concept organisational justice. Data was gathered from 289 participants, employed in a public service organisation. To analyse the data the descriptive and inferential statistics used are Cronbach alpha coefficient, means, the explanatory factor analysis (EFA) and the confirmatory factor analysis (CFA). It was found that the model fitted the data well and the measurement of each dimension, namely strategic direction; distributive, procedural, interactional, informational, diversity management; customer relations; service delivery innovation as well as ethical leadership and management justice were confirmed to be statistically significant and positive. These results indicate that OJMI is a reliable and valid measure that organisations need in order to measure perceptions of fairness, and to monitor trends of fair practices. The validated measuring instrument for organisational justice and the conducted analysis of the interrelationships between the different dimensions of the concept will enable organisations to initiate proactive and reactive interventions to facilitate justice and fair practices.
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Mahat, Nur Ain, Wan Hasliza Wan Mamat, Nurasikin Mohamad Shariff, Sharifah Munirah Syed Elias, and Rafiq Sumardi Omar. "Scholarly Trends in Integrative Medicine from Islamic Perspectives: A Bibliometric Analysis." International Journal of Religion 5, no. 10 (August 9, 2024): 5695–720. http://dx.doi.org/10.61707/533abd43.
Повний текст джерелаАнотація:
Integrating conventional medicine with complementary and alternative therapies creates a comprehensive approach to healing. It is used worldwide to treat illnesses and improve health. The World Health Organisation recognises these treatments as significant and expanding globally. Integrative medicine, which promotes holistic healing, aligns well with the principles of Islam. Despite its growing popularity, there is limited scholarly exploration of integrative medicine through the lens of Islamic perspectives, which encompass a rich traditional medical practice deeply rooted in religious teachings. This quantitative-qualitative analysis used bibliometric and content analytics to investigate integrative medicine literature trends in Scopus. Based on bibliometric performance study of 1466 papers, the US, China, India, and Iran are the most productive integrative medicine research centres with the most relevant institutions. An in-depth review of integrative medicine research's growth will help healthcare practitioners grasp the issue and stimulate empirical research to improve integrative patient care.
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Migdadi, Mahmoud M. "The Role of Effective Chief Knowledge Officer in Facilitating Knowledge Management." Journal of Information & Knowledge Management 15, no. 04 (December 2016): 1650035. http://dx.doi.org/10.1142/s0219649216500350.
Повний текст джерелаАнотація:
This paper addresses the need to appoint a chief knowledge officer (CKO) in an organisation and where that position be placed within the organisation structure. It also presents a comprehensive review of the literature in an attempt to answer the question regarding the elements: attributes and responsibilities of the CKO, and organisational conditions that contribute to the CKO success. Moreover, this paper highlights the role of the effective CKO in facilitating knowledge management (KM). Finally, this paper addresses the challenges that the CKO may encounter and forecasts what will be tomorrow's CKO. The approach of this paper is based on an intensive and comprehensive literature review that aim to study the CKO position and address different aspects related to the real potential of the CKO's role that is, transforming intellectual capital into profit. An integrative conceptual research model is adopted and modified to encompass the CKO attributes, responsibilities, and organisational conditions that contribute to the CKO success and his/her role in facilitating KM. Both quantitative and qualitative studies that addressed related aspect to CKO have been reviewed. From these studies it can be concluded that the primary role of the CKO is to convert knowledge into profit by leveraging the organisation's intellectual assets through facilitating KM. This study is probably one of the first studies to introduce a research model that delineates and integrates multiple issues that contribute to the success of the CKO and comprehensively present a detailed literature about this position. The findings of this paper have implications for both academicians and organisational executives.
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Odetunde, Oladimeji Jamiu. "Employee Innovation Process: An Integrative Model." Journal of Innovation Management 7, no. 3 (October 15, 2019): 15–40. http://dx.doi.org/10.24840/2183-0606_007.003_0003.
Повний текст джерелаАнотація:
Enormous research has focused on investigating innovation process in organisations but only a few are devoted to employee innovation process, thus limiting our understanding of how to organise, foster and successfully manage employee innovation process in organisation. Drawing from the literature, this study extends the two-phase model of innovation process comprising creativity and innovation by proposing a three-phase employee innovation process model that integrates innovation adoption. Using stratified sampling technique and structured questionnaires, data were collected from 430 middle managers of four mobile telecommunication companies in Nigeria. Results of the regression and path analyses to test the hypotheses and model fit support a revised three-phase employee innovation process model showing that employee creativity has direct causal effect on employee innovation and employee innovation adoption, and employee innovation has direct causal effect on employee innovation adoption. Dispositional factors have stronger direct causal effect on employee creativity than contextual factors and contextual factors have stronger direct causal effects on employee innovation than dispositional factors. Both dispositional and contextual factors have similar direct causal effects on employee innovation adoption, though dispositional factors have a stronger causal effects. The study has provided new, empirically based insights into the study of innovation process from employee unit of analysis by extending the innovation process with adoption as a phase concluding the innovation process. Implications for theory and practice are discussed.
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Elbe, Jörgen, Lars Hallén, and Björn Axelsson. "The destination-management organisation and the integrative destination-marketing process." International Journal of Tourism Research 11, no. 3 (May 2009): 283–96. http://dx.doi.org/10.1002/jtr.695.
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Antonacopoulou, Elena P., Christian Moldjord, Trygve J. Steiro, and Christina Stokkeland. "The New Learning Organisation: PART II - Lessons from the Royal Norwegian Air Force Academy." Learning Organization 27, no. 2 (January 12, 2019): 117–31. http://dx.doi.org/10.1108/tlo-10-2018-0160.
Повний текст джерелаАнотація:
Purpose The purpose of this paper – PART II – is to present the lived experiences of Sensuous Organisational Learning drawn from the educational practices and learning culture of the Norwegian Defence University College, Royal Norwegian Air Force Academy’s (RNoAFA) approach to growing (Military) leaders. Design/methodology/approach The paper reflects the co-creation of actionable knowledge between military officers, academics at the RNoAFA and international scholars engaged as research collaborators. The objective is to present the benefits of “practising knowing through dialogical exchange” (MacIntosh et al., 2012) as an approach to co-creating knowledge for responsible action. In this case, the authors present the conceptualisation and illustration of the idea of the New Learning Organisation they advance. Findings The Sensuous Organisational Learning – 8As framework explains how Attentiveness, Alertness, Awareness, Appreciation, Anticipation, Alignment, Activation and Agility form an integral part of the educational strategy that enables the RNoAFA to respond to the wider Educational Reforms and Modernisation programme of Norwegian Defence. The RNoAFA is presented as an illustration of how the New Learning Organisation serves the common good if Institutional Reflexivity and High Agility Organising were key aspects of the Learning Leadership it fosters. Research limitations/implications Consistent with MacIntosh et al.’s (2012) dialogical exchanges the authors present the relational and intersubjective nature of meaningful dialogue between the co-authors that provides scope for integrative stories of practice. The resulting illustrative example of the New Learning Organisation, is an account of the learning experienced. Hence, this paper is presented neither as a traditional empirical paper nor as a self-disclosing or even auto-ethnographic account. Instead, it is one of a series of research outputs from innovative research collaboration between the authors all committed to “practising knowing”. Practical implications The New Learning Organisation promoted here focuses on responsible action to serve the common good. Investing in Institutional Reflexivity becomes critical in continuing to broaden the ways of being and becoming. As individuals, communities and organisations, that comprise the institution (in this case Norwegian Defence) grow and elevate their practical judgements to serve the common good the capacity to engage in reflexive critique heightens organisational agility and leadership. Social implications Embedding care as the essence of learning not only enables accepting mistakes and owning up to these mistakes, but reinforcing the strength of character in doing so demonstrating what it means to be resilient, flexible and ready to respond to the VUCA. This is what permits High Agility Organising to foster learning on an ongoing basis driving the commitment to continually renew operational and professional practices. By focussing on how the common good can be better served, the New Learning Organisation cares to pursue the higher purpose that social actions must serve. Originality/value Advancing leadership as a personal, relational and organisational quality supported by an orientation towards practising goes beyond single, double and triple loop learning. In doing so, the Learning Leadership that drives the New Learning Organisation energises Attentiveness, Alertness, Awareness, Appreciation, Anticipation, Alignment, Activation and Agility. This paper marks a new chapter in Organisational Learning research and practice by demonstrating the value of sensuousness as a foundation for improving the practical judgements across professional practices.
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PHOOCHAROON, PALIN. "ENHANCING POTENTIAL AND REALISED ABSORPTIVE CAPACITY: MACRO–MICRO DYNAMIC INTEGRATIVE DESIGN." International Journal of Innovation Management 19, no. 05 (October 2015): 1550058. http://dx.doi.org/10.1142/s1363919615500589.
Повний текст джерелаАнотація:
Absorptive capacity has played a distinctive constructive role in fostering innovation in organisational research in recent decades. Enhancing absorptive capacity is essential to ensure a firms long-term competitiveness. The foundation of absorptive capacity relies greatly on prior related knowledge and diversity of background concerning an aggregated system that can explain how the entire mechanism works. Regarding more direct efforts to explore systematically the interdependence between existing construct variables and others new constructs to label the capabilities of a firm to enhance this capability, the outcomes remain surprisingly rare. Till date, researchers' understanding of the key macro–micro (organisation-individual) linkage of acquiring, assimilating, transforming, and exploiting development has not been examined comprehensively. Thus, the premise of this research is to propose a "macro–micro dynamic integrative design" that will shift the learning landscape of absorptive capacity that internally can drive more effective learning and capability development.
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Beneke, Gerhard, Willem Schurink, and Gert Roodt. "Towards a substantive theory of synergy." SA Journal of Human Resource Management 5, no. 2 (February 28, 2007): 9. http://dx.doi.org/10.4102/sajhrm.v5i2.115.
Повний текст джерелаАнотація:
The literature on synergy suggests that synergy is systemic and hence should be viewed in the context of processes, but that an integrative definition of this phenomenon does not exist. Against this background the article explains synergy as a concept describing the systemic processes whereby business units of diversified organisations may generate greater value through working as one system rather than working as separate entities. Through the application of grounded theory in a modernistic qualitative context and the use of a case study a substantive theory is presented for leading change towards synergy in a diversified organisation that has business units in three continents.
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Pandey, Jatin. "Factors affecting job performance: an integrative review of literature." Management Research Review 42, no. 2 (February 18, 2019): 263–89. http://dx.doi.org/10.1108/mrr-02-2018-0051.
Повний текст джерелаАнотація:
PurposeJob performance is an important variable, which primarily affects outcomes at three levels: the micro level (i.e. the individual), the meso level (i.e. the group) and the macro level (i.e. the organisation). This paper aims to identify, analyse and synthesise factors that affect job performance.Design/methodology/approachThrough an extensive integrative review of literature, this study identifies and classifies the factors that affect job performance. A synthesised model based on the schema of demands, resources and stressors is also developed.FindingsThe demands identified are grouped into physical, cognitive and affective. Stressors adversely affecting job performance are classified at an individual level, job level and family level. Finally, resources are classified at an individual level, job level, organisational level and social level.Research limitations/implicationsThis review enhances the job demands-resources (JD-R) model to job demands-resources-stressors (JD-R-S) model by identifying a separate category of variables that are neither job demands nor resources, but still impede job performance.Practical implicationsThe subgroups identified under demands, resources and stressors provide insights into job performance enhancement strategies, by changing, managing or optimising them.Originality/valueThis study helps in better understanding the factors that go on to impact job performance differentially, depending on the group to which they belong. It gives a holistic picture of factors affecting job performance, thereby integrating classifying and synthesising the vast literature on the topic.
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Heringa, Pieter W., Laurens K. Hessels, and Mariëlle van der Zouwen. "The dynamics of the European water research network: a diversifying community with a stable core." Water Policy 18, no. 2 (September 30, 2015): 493–512. http://dx.doi.org/10.2166/wp.2015.185.
Повний текст джерелаАнотація:
Both in water management and in research policy there is a call for more integrative approaches to tackle large societal challenges. This requires collaboration in networks of actors with different institutional and geographical backgrounds. However, our understanding of the European water research network is limited. Applying social network analysis to data from projects in Framework Programmes 1 to 7, we identify central actors in the network and explore their institutional and geographical characteristics. Compared to the generic research network arising from all projects in the Framework Programmes, the water research network turns out to consist of organisations that are geographically more diverse and more equally distributed across different organisation types. Although the diversity of the network has increased over time, the traditional knowledge producers, higher education organisations and publicly-funded research organisations from the EU15, have kept their position in the network centre over time, resulting in a stable core since the 1980s.
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Oláh, János, Trond Andersen, Stoyan Beshkov, Coppa Gennaro, Antonio Ruiz Garcia, and Kjell Arne Johanson. "Revision of European Wormaldia species (Trichoptera, Philopotamidae) : Chimeric taxa of integrative organisation." Opuscula Zoologica 50, no. 1 (June 26, 2019): 31–85. http://dx.doi.org/10.18348/opzool.2019.1.31.
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Adrial, Adrial, and Juhary Ali. "An Integrative Framework of Job Performance Within Cooperative Organisation in Tanggerang Indonesia." International Journal of Management Science and Application 1, no. 2 (July 27, 2023): 103–17. http://dx.doi.org/10.58291/ijmsa.v1i2.79.
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In the era of globalization, following several Covid-19 outbreaks, the industry is phasing out its mat recall from this plague. For this study, the author sent a questionnaire to a maximum of 206 participants to be analyzed using SEM-PLS methodologies (processing procedures). Based on the outcomes of the information gathered, excellent habits improve employee motivation, performance, and job happiness. Results from testing indicate that if the parts that have already been discussed have significant repercussions to advance the industry, management should make it mandatory for employees to stick four parts of the employee's name on a stick so that the industry can advance through good. This research has limitations because of its narrow focus on the variables of cultural organization, motivation at work, performance at work, and employee happiness. In light of this, it is hoped that future studies would concentrate on a broader range of section variables, rather than focusing just on the already-explained portions. It is anticipated that you will organize or provide proposals for your future research project.
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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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Wokusch, Susanne, and Irene Lys. "Überlegungen zu einer integrativen Fremdsprachendidaktik." BzL - Beiträge zur Lehrerinnen- und Lehrerbildung 25, no. 2 (August 1, 2007): 168–79. http://dx.doi.org/10.36950/bzl.25.2.2007.9917.
Повний текст джерелаАнотація:
Im Zusammenhang mit Annahmen über die kognitive Organisation der Sprachen eines mehrsprachigen Individuums, aber auch aus Gründen didaktischer Ökonomie, wird zunehmend eine integrative Fremdsprachendidaktik gefordert. Im ersten Teil dieses Beitrags wird versucht, dieses Konzept näher zu bestimmen und dazu Prinzipien und einige mögliche Unterrichtsverfahren einer integrativen, übergreifenden Didaktik der Fremdsprachen zu skizzieren. Im zweiten Teil werden Teilergebnisse einer Studie vorgestellt, die seit dem Sommer 2006 an der Pädagogischen Hochschule in Lausanne durchgeführt wird; hier geht es besonders um den Sprachbegriff, der dem Mehrsprachigkeitskonzept und der integrativen Didaktik zugrunde liegt, und die Frage, inwieweit zukünftige Fremdsprachlehrpersonen für die Sekundarstufe, Praxislehrpersonen und Ausbildende diesen Sprachbegriff teilen oder ob sich Differenzen identifizieren lassen, die in Bezug auf die Umsetzung der integrativen Didaktik berücksichtigt werden müssten.
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Pavlova, Svetlana, and Natalya Semenova. "Main professional competences of lecturers of educational organisations of the Ministry of Internal Affairs of Russia with different pedagogical activity experience." Vestnik of the St. Petersburg University of the Ministry of Internal Affairs of Russia 2024, no. 1 (March 28, 2024): 239–49. http://dx.doi.org/10.35750/2071-8284-2024-1-239-249.
Повний текст джерелаАнотація:
Introduction. The article describes theoretical and empirical data of the analysis of professional competences of experienced lecturers and newcomers in educational organisations of the Ministry of Internal Affairs of Russia. The relevance of the scientific issue consists in the need to substantiate the system of professional competences of a lecturer of a higher educational organisation. The novelty of the research is in the study of the professional competencies of lecturers of educational organisations of the Ministry of Internal Affairs of Russia as a system that reveals the content of his/her professional activity. The authors draw particular attention to the transformation of educational goals, requiring the skills of competent interaction in the information and multicultural space; as well as to the increasing significance of the upbringing function of the pedagogue, and the need to gain experience in pedagogical activities by employees recruited to educational organisations as lecturers from territorial departments of internal affairs bodies. The authors present the professional competences: self-organisational, informational, interactive and multicultural competences as the most essential in modern realities, which are formed in the context of professional pedagogical culture and determine the professional success of a higher education lecturer. The purpose of the research: to identify the expression and nature of the relationship between selforganisational, informational, interactive and multicultural competences, based on pedagogical activity experience. Methods. The research involved 117 lecturers of educational organisations of the Ministry of Internal Affairs of Russia from 23 to 52 years old, including 62 newcomers with up to one year of pedagogical experience and 55 experienced lecturers with 6 to 25 years of pedagogical experience. Methods aimed at the analysis of the professional competences were applied: “Professional competences of a lecturer of a higher educational organisation” (S. A. Pavlova, N. A. Deeva); “Technological Readiness Index (TRI)” by A. Parasuraman, K. Colby (adapted by Y. V. Khlopovskikh); “Integrative questionnaire of intercultural competence” (O. E. Khukhlaev, V. V. Gritsenko, A. V. Makarchuk, O. S. Pavlova, N. V. Tkachenko, Sh. A. Usubyan, V. A. Shorokhova); “Diagnostics of pedagogical communication styles” (N. P. Fetiskin, V. V. Kozlov, G. M. Manuilov); “Diagnostics of self-organisation features” (A. D. Ishkov). Data collection was carried out by means of a survey using electronic forms, sending e-mails and face-to-face questionnaires. Results. The results confirmed the hypothesis that the expression and nature of the relationship between the professional competences of a present-day lecturer are related to pedagogical activity experience. The results revealed a greater number of links between the competences in the group of experienced lecturers in comparison with the group of newcomers; the presence of significant correlations with personality characteristics in experienced lecturers; the greatest structuring of classification attributes of the studied professional competences with differentiation by gender, age and pedagogical activity experience in the group of experienced lecturers.
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Dís Óladóttir, Ásta. "Integrative Capacity as a Moving Force in Newly Formed Icelandic Multinational Enterprises." Review of Market Integration 2, no. 1 (April 2010): 135–72. http://dx.doi.org/10.1177/097492921000200108.
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The rapid growth of multinational enterprises in Iceland at the beginning of the 21st century is one of the most intriguing events in the practice on international business. Past decades have been characterised by profound changes and an increased rate of globalisation. However, much of the globalisation was initiated by large companies in major developed countries. As globalisation proceeds, smaller companies from small countries joined the process. As a result, there have been dramatic shifts in the way businesses are organised and how they compete. These rapid changes in the nature of global competition have caused international managers and international management researchers alike to search for new ways to frame problems and answer questions about how to manage complex multinational corporations (MNCs) most effectively. When a corporation establishes a subsidiary in a foreign country, through Greenfield or acquisition, its managers must decide how much control they need to maintain over the subsidiary; should the company operate separately or should it be integrated into the already existing system. A good balance is attained when the managers in the headquarters have global vision, core values and cultural principles which are shared by all subsidiary managers. The smaller the organisation at the headquarter, the more important is the integrative capacity of the initiators and the builders of the new multinational enterprise. Integrative capacity can be described in the following way: the strategic infrastructure of the corporation is seen as a multidimensional system which contains strategic resources or capability and organisational infrastructure, which might provide a foundation for global expansion and latent linkages within the MNC. When the firm boundaries are fuzzy, a conventional organisational structure is unable to satisfy the internal need for ecological evolution within its network. In a situation like this, a strategic infrastructure is necessary to the coordination and integration of business units that are geographically dispersed, while also maintaining internal differentiation and local responsiveness among individual subunits. The integrative capacity of newly formed Icelandic MNEs is discussed based on a case study of two such companies, Actavis and Marel.
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Ziaee Bigdeli, Ali, Kawaljeet Kapoor, Andreas Schroeder, and Omid Omidvar. "Exploring the root causes of servitization challenges: an organisational boundary perspective." International Journal of Operations & Production Management 41, no. 5 (June 1, 2021): 547–73. http://dx.doi.org/10.1108/ijopm-08-2020-0507.
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PurposeThis paper explains how servitization disrupts long-established internal and external boundaries of product-focused manufacturers and investigates the root causes of servitization challenges.Design/methodology/approachThe authors draw from the collective experiences of 20 senior executives from ten multinational manufacturers involved in servitization, using a multiple case study approach, and employ a codebook thematic analysis technique.FindingsThe authors develop an integrative framework based on the theoretical notions of power, competency and identity boundaries to offer insights into the root causes of various servitization-related challenges.Research limitations/implicationsAlthough the extant literature discusses servitization challenges, it does not examine the underlying root causes that create them in the first place. This study contributes to the extant research by establishing rational links between organisational boundaries (internal and external) and servitization challenges in the interest of building a coherent and systematically integrated body of theory that can be successfully applied and built upon by future research.Practical implicationsThis study provides a foundation for managers to recognise, anticipate and systematically manage various boundary-related challenges triggered by servitization.Originality/valueIt is one of the first studies to employ the concept of organisational boundary to understand the challenges created by servitization and to account for both internal (between different functions of the same organisation) and external boundaries (between an organisation and its external stakeholders) to establish a holistic understanding of the impacts of servitization on manufacturers.
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Cornelissen, Joep P., Andrew R. Lock, and Hanne Gardner. "The organisation of external communication disciplines: an integrative framework of dimensions and determinants." International Journal of Advertising 20, no. 1 (January 2001): 67–88. http://dx.doi.org/10.1080/02650487.2001.11104877.
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Young, Margaret A. "Implementing international law: capacity-building, coordination and control." Cambridge International Law Journal 12, no. 1 (June 28, 2023): 4–23. http://dx.doi.org/10.4337/cilj.2023.01.01.
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The implementation of international law requires State capacity, including knowledge of treaties and institutions by domestic officials. The training of State officials is often delivered by an international organisation, agency or secretariat as part of the capacity-building programmes required by the treaty that each administers. Yet, of the increasingly urgent calls for international cooperation to address climate change, biodiversity crises, public health threats and plastic pollution, among other issues, not one can be addressed by a single treaty or international organisation. The practical, operational and theoretical challenges of coordination deserve more attention by international lawyers. This is especially important given the development of pandemic-era remote learning technologies and the proliferation of e-learning opportunities. Disparities in resources, and the categorisation of developing and developed countries, further complicates the production and dissemination of knowledge. This article focuses on capacity-building, technical assistance and training, and includes the author’s experience with collaborative training initiatives in ocean governance, to which United Nations agencies, the World Bank and academic partners contribute. The article describes the high stakes of integrative initiatives, the outreach by international organisations and the interaction between regimes. It seeks to account for collaborative capacity-building activities and the adaptive role of participants within the system of international law.
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Bayborodova, Lyudmila V. "Features of the organisation of theatrical activities among rural schoolchildren." Vestnik of Kostroma State University. Series: Pedagogy. Psychology. Sociokinetics 26, no. 4 (February 24, 2021): 33–40. http://dx.doi.org/10.34216/2073-1426-2020-26-4-33-40.
Повний текст джерелаАнотація:
The definition is given, upbringing possibilities of theatre activities are identified; their main form is children's association. Theatre association is seen as an upbringing environment where pedagogues and children solve a set of tasks of children’s upbringing and socialising in the process of theatrical activity. Particular attention is paid to the fact that, when organising theatrical activities, one should take into account the peculiarities of the region, the societas and the specifics of rural school. Rural school often assumes the functions of additional education for children and adults; it is the centre of cultural and leisure activities for the whole population. Problems when organising theatre activities for rural children are considered; it is also noted that setting up a theatre group in a school helps to overcome the socialisation difficulties of rural children. A number of favourable factors, positively influencing the organisation and development of children’s theatrical activity, their socialisation, include close ties of school and societas, closeness of children to nature, development of interaction of children with parents, with fellow villagers, rural spiritual and moral environment, development of integrative connections. It is noted that theatrical activity in a number of rural schools is a system-forming one, i.e. it unites the activities of all actors, it contributes to the integration of general education and additional education of rural schoolchildren. Peculiarities of the content, forms, methods and technologies that can be used when organising theatrical activity of rural schoolchildren are considered.
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Brown, C. J., and M. C. Botha. "Lessons learnt on implementing project management in a functionally-only structured South African municipality." South African Journal of Business Management 36, no. 4 (December 30, 2005): 1–7. http://dx.doi.org/10.4102/sajbm.v36i4.639.
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This paper reports on the most important lessons learnt from the implementation of project management in a South African district municipality. These lessons demonstrate how difficult it is to gain acceptance of project management in an organisation; more specifically when it has no previous exposure to integrative cross-functional structures and work methods. The paper aims to create awareness that organisations should not jump into project management precariously, but with a well developed project plan. This is done through the discussions of a dozen problematic situations that surfaced during the case, as well as the corrective actions that were taken. Some of these problems were indeed confirmations of the implementation team’s research during the preparatory phase of the implementation project. Although the implementation of project management was found to be not well researched, such research is highlighted were applicable. These problematic situations varied widely. The most important ones to address included inter alia, that the implementation should be a project in own right, a need for firm top management commitment, a strong resistance to change that was encountered, having to deal with the challenges to the de facto organisational culture, structure and systems, the need to establish security for clear career paths in project management, and the necessity for a sound and supportive change management process.
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Santa, Mijalce. "Learning organisation review – a “good” theory perspective." Learning Organization 22, no. 5 (July 13, 2015): 242–70. http://dx.doi.org/10.1108/tlo-12-2014-0067.
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Purpose – The purpose of this paper is to perform integrative literature review of the learning organisation (LO) concept, on the basis of the results of the literature review to assess the concept on the principles of “good” theory, and provide future avenues for LO concept clarification and development. Design/methodology/approach – The “good” theory properties approach is used to present, synthesise and discuss studies that focus on the LO. The paper reviews in more detail the definitions (Who? and What?), the domain (When? and Where?), the relationships (How? and Why?) and the predictions by the LO theory (Would? Should? and Could?). Findings – The review revealed that the LO violates the properties of the “good” theory, especially the definitions’ and relationships’ properties. As a result, it is suggested for the research in the future to be focused on creation of formal conceptual definitions, development of ontology as a base for clarification of the relationship property and improve the instruments for measurement of the LO. Originality/value – Previously published literature reviews have advanced the clarification of the LO concept. However, there remains a need for evaluation of the concept in light of approach to concept formation. By using the “good” theory approach, this paper identified the shortcomings and laid down the ground for future research that will improve the LO concept.
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Schmidt, Roger, Dominik Klaasen van Husen, Michaela Gegusch, Alexandra Steurer, Constanze Hausteiner-Wiehle, and Dagmar A. Schmid. "Die interdisziplinäre – integrative – Versorgung von funktionellen neurologischen Störungen." Nervenheilkunde 42, no. 08 (July 2023): 555–62. http://dx.doi.org/10.1055/a-2086-2481.
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ZUSAMMENFASSUNGSpätestens mit Blick auf die von ihnen aufgeworfenen Behandlungserfordernisse handelt es sich bei funktionell neurologischen Störungen (FNS) um biopsychosozial komplexe Erkrankungen, die von einer interdisziplinären, multimodalen Diagnostik und Therapie profitieren. Auch wenn es inzwischen mehr und mehr dezidierte Behandlungsangebote gibt, ist die Versorgungslage insgesamt weit unzureichend – allein schon, weil FNS der üblichen Organisation der medizinischen Versorgung entgegenlaufen, in der nach Fachdisziplinen getrennte Zuständigkeiten das Denken und Handeln im klinischen Alltag weiterhin prägen. Soll sich etwas ändern, kommen der Errichtung weiterer dezentraler klinischer Ressourcen, der Entwicklung und Umsetzung integrativer klinischer Arbeitsmodelle, der interdisziplinären Aus-, Weiter- und Fortbildung und der begleitenden Forschung wesentliche Bedeutung zu – und der Vernetzung aller Initiativen untereinander, (über-)regional und international. Was sich auf dem Weg zu einer angemessenen Versorgung von FNS – unter aktiver Einbeziehung der je gegebenen klinischen, aber auch institutionellen und gesundheitspolitischen Versorgungsrealitäten vor Ort – tun lässt, und was es zu tun gibt, wird am Beispiel eines stationären und eines ambulanten Behandlungsmodells deutlich.
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Oosthuizen, H. "Business strategy and marketing: The positioning versus resource-based dichotomy and the way forward." South African Journal of Business Management 33, no. 3 (September 30, 2002): 1–16. http://dx.doi.org/10.4102/sajbm.v33i3.701.
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This paper explores the relationship that exists between business strategy and marketing strategy and how the latter may contribute towards the development of an integrated and systemic approach to organisation-wide strategy development. It finds that the two broad streams in strategy, namely positioning-based and resource-based have a reciprocal relationship and indeed complement each other. The link between business strategy and functional strategies, however, is unclear, particularly in the case of marketing strategy. This uncertainty is mainly attributable to the consideration that marketing strategy appears to be frozen within either a positioning or resource-based view. In this regard a conceptual framework has been proposed which combines the two business approaches into one integrated marketing mission approach. As such the marketing function performs a facilitating role in the formulation of overall organisational strategy in an integrative fashion.
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van Gejeka, Natalja. "Research into learning process in a vocational secondary school in the context of sustainable development." Journal of Teacher Education for Sustainability 15, no. 2 (December 1, 2013): 67–77. http://dx.doi.org/10.2478/jtes-2013-0012.
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Abstract The paper provides an insight into the results of a lesson designed and carried out at Riga Construction College in the study subject "Building Constructions". The aim of this study is to better understand the impact of learning environment reorganisation into juvenile groups while teaching technical study subjects. In particular, the research conducted at this vocational secondary school focused upon introducing a particular form of integrative collaboration amongst the learners. Criteria were developed to respond to the question: How is the organisation of the learning process based on the Learners' Integrative Collaboration Model changing? A formative teaching experiment, which analyses learners' integrative collaboration through structured observation at the beginning and end of the acquisition of the study subject "Building Constructions" points at positive changes associated with the model's criteria: working in a team, mutual learning, business communication and creativity action
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Ryan, Theo J., Sheila A. Ryder, Deirdre M. D’Arcy, John M. Quigley, Nyin N. Ng, Wuey Q. Ong, Zhong H. Tey, Máire O’Dwyer, and John J. Walsh. "Development of Professional Attributes through Integration of Science and Practice at First-Year Pharmacy Level." Pharmacy 9, no. 1 (December 28, 2020): 4. http://dx.doi.org/10.3390/pharmacy9010004.
Повний текст джерелаАнотація:
The design, implementation and evaluation of a year 1 pharmacy-integrated learning component, using the World Health Organisation’s (WHO) analgesic ladder as a scaffold for case-based learning, is described. A novel aspect of the integrated component is the mapping of the cases to the national Core Competency Framework (CCF) for Pharmacists in Ireland and to the school’s own cross-cutting curricular integration themes. The integrated cases were student led and delivered through peer-to-peer teaching for 68 first-year pharmacy students. The integrated cases mapped strongly to three of the CCF’s domains, namely, personal skills, organisation and management skills and supply of medicines. With regard to the school’s curricular integrative themes, the cases mapped strongly to the curricular integration themes of professionalism and communications; medicines sourcing, production and use; and safe and rational use of medicines. Highlights from an anonymous online student survey were the recognition by students of the importance of core science knowledge for practice, the enabling of integrated learning and the suitability of the integrated component for entry-level. While a majority of students were found to favour individual work over group work, future iterations will need to consider a greater degree of group work with a view to reducing the volume of content and time required to complete the cases.
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Lentjušenkova, Oksana, and Inga Lapiņa. "An integrated process-based approach to intellectual capital management." Business Process Management Journal 26, no. 7 (April 23, 2020): 1833–50. http://dx.doi.org/10.1108/bpmj-03-2019-0101.
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PurposeNowadays, the aspects of the intellectual capital (IC) management have become important, valuing it as an integral part of the organisation. Researchers emphasise the strategic importance of IC management, particularly in the context of satisfying the stakeholders' interests and value creation. However, the existing studies reflect individual elements of IC management, not analysing them as a system which is a part of the organisational management system, and hence it is impossible to draw valid conclusions on the impact of IC on the organisation's performance. The aim of the paper is to describe an approach to the elaboration of the IC management strategy and its integration into the organisation's management system.Design/methodology/approachThe developed approach is based on a holistic and systemic view of the organisation, where IC management is integrated into the organisation's management . This approach is based on the structure of IC developed by Lentjušenkova and Lapina (2016). In this structure, business processes are the IC component that unites the other three ones – human capital, technologies and intangible assets. The study has used induction and deduction, as well as analytical and synthetic qualitative research methods, including logical constructive and conceptual (concept) analysis.FindingsElaborating the organisational strategy by taking into account the stakeholder interests, the organisation is able to ensure sustainable development. Using the integrated management approach, IC management is integrated into the organisation's activities and joint operational strategy. In this case, IC management becomes an integral part of the organisation's activities functioning in conjunction with the other organisation's systems, and it is integrated into all ongoing business processes.Research limitations/implicationsThe approach the authors have proposed to IC management could be adapted by small and medium-sized companies. Using it, companies do not need to create special functional units or division, because IC becomes an integral part of organisation's processes.Originality/valueIn previous studies, business processes were considered as one of the components of IC. In the study’s approach, business processes imply integration of IC into the overall organisation management system. As a framework for the proposed approach, the authors have used the Deming cycle “Plan-Do-Check-Act” that envisages dividing the development and implementation of the IC management and development strategy into four phases, with a clear allocation of tasks and a defined outcome for each individual phase. To use this approach, it is enough for organisations to conduct an analysis of processes and, depending on the strategic goals of the organisation, make additions related to managing IC.
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Dayong Ye, Minjie Zhang, and Danny Sutanto. "Cloning, Resource Exchange, and RelationAdaptation: An Integrative Self-Organisation Mechanism in a Distributed Agent Network." IEEE Transactions on Parallel and Distributed Systems 25, no. 4 (April 2014): 887–97. http://dx.doi.org/10.1109/tpds.2013.120.
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Silvius, Gilbert, Ronald Ursem, and José Magano. "Exploring the Project Owner’s Behaviour of Addressing Sustainability in Project Assignment and Governance." Sustainability 15, no. 19 (September 27, 2023): 14294. http://dx.doi.org/10.3390/su151914294.
Повний текст джерелаАнотація:
The instrumental role of projects in the transition of organisations and society towards sustainability requires that the concepts of sustainability are considered in projects and project management. Within a project’s organisation, the project manager and the project owner bear the most responsibility for integrating sustainability into the execution, management, and governance of the project. The project owner is expected to translate the organisation’s commitment to sustainability into the assignment and governance of the project. However, several factors influence the behaviour of project owners, of which the organisation’s strategy is only one. Following the studies that explored the stimulus of project managers to consider or address sustainability, this study explored the factors that influence the project owner’s behaviour with regard to addressing sustainability in assigning and governing a project. A survey-based study with quantitative data analysis identified three factors that stimulate the project owners to address sustainability in assigning and governing projects: Organisational attitude, Private attitude, and Practical implementation. Of these factors, Practical implementation and Organisational attitude have the most influence. The importance of the Practical implementation factor highlights the need for practical, applicable tools and instruments that support the implementation of sustainability into projects and project management. The strong orientation on the organisational context may be explained by the managerial responsibility that project owners often have. The study contributes to the further understanding of how organisations can realise their transition to a sustainable enterprise.
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Araja, Diana, Uldis Berkis, and Modra Murovska. "Potential barriers to public awareness of integrated healthcare." International Journal of Integrated Care 23, S1 (December 28, 2023): 748. http://dx.doi.org/10.5334/ijic.icic23621.
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The aim of this abstract is to focus on aspects of the regulatory framework that could potentially hinder the implementation of integrated healthcare when seen in the context of vertical integration. Integrated healthcare has been advocated in concept for a long time. International organisations, including the World Health Organisation, are promoting initiatives such as Integrated Delivery Networks, and the European Framework for Action on Integrated Health Services Delivery, which aim to support integrative approaches and reduce fragmentation of care. Within the European Union, the integrative approach is also supported by a number of initiatives and projects. At the same time, it should be borne in mind that healthcare is a multidisciplinary system in which the pharmaceutical industry also plays an important role. Moreover, the pharmaceutical sector is a highly competitive and regulated field, which is also subject to several constraints. Among them, the European Commission in its report "Competition enforcement in the pharmaceutical sector (2009-2017)" (Brussels, 28.1.2019) had reported on breaches of competition law found by national authorities related, inter alia, to vertical agreements. Vertical integration in the pharmaceutical business is seen in many countries as a competition-threatening factor when medical institutions and laboratories become owned by the pharmaceutical industry. Consequently, it can be assumed that there is a partial conceptual reluctance in society toward the introduction of "integrated healthcare". This aspect should be taken into account when working on the motivating and inhibiting factors for the introduction of integrated healthcare. This is an example of how influencing factors can be related not only to administrative issues and the involvement of doctors and patients in the implementation of integrated healthcare, but also to the public acceptance of a particular concept when there are different contextual interpretations. Thus, a clear and coherent explanation of the concept of integrated healthcare would be supportive of policymakers and the public and would facilitate the implementation of the integrated approach.
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Rachlitz, Kurt. "Platform Organising and Platform Organisations." puntOorg International Journal 8, no. 1 (January 2, 2023): 3–35. http://dx.doi.org/10.19245/25.05.pij.8.1.2.
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There is a growing consensus that the digital age comes along with the distinguishing organisational form of the platform. Discussions of this organisational form, however, tend to lack a coherent theoretical framing. In this paper, I argue that the distinction between platform organising and platform organisation helps to reduce some of the equivocality in the discussion. So far, the literature has focused on the novelty of the ‘organisational form’ without reflecting the inherent ambiguity of the meaning of this term: whereas some scholars use it to describe a new kind of ‘social ordering’, others associate it with ‘formal organisation’. I show that both understandings are relevant, but that they should be kept separate for analytical reasons. Platform organisations are formal organisations which are dependent on the technological infrastructure of a digital platform. Platform organising, however, is a new kind of social ordering, which combines organising outside and organising inside of formal organisations. Platform organising entails four processes: providing (organising technology), regulating (organising markets), integrating (organising networks), and orchestrating (organising the emerging meta-organisation). In shedding light on these processes in their interplay with platform organisations, this paper proposes a theoretical framework providing a basis for both further conceptual considerations and empirical research.
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Biloblovskyi, Sviatoslav, Oksana Haidaienko, Larysa Khrystenko, Olena Demchuk, and Hanna Morozova. "Integrated reporting management: Optimising organisational performance." Multidisciplinary Reviews 7 (June 11, 2024): 2024spe016. http://dx.doi.org/10.31893/multirev.2024spe016.
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This study examines the intricate interdependence of organisational management control systems (MCS), sustainability integration, and financial reporting. Empirical analysis highlights the need for a holistic and multi-faceted integration of internal systems, particularly across management accounting, financial reporting, and sustainability. The research outlines the challenges and benefits of embedding sustainability principles into management systems, demonstrating potential gains in efficiency, risk mitigation, and competitive advantage. One of the critical conclusions that emerged based on the conducted study is related to the perception of Managerial Discretion. Acknowledging the invariance of top management roles and behaviours is crucial when designing reporting systems. Tailoring the system to the specific environmental conditions the organisation faces is essential, striving for a balance between maximising opportunities and maintaining control. Comprehensive integration between management accounting, financial reporting, and sustainability systems addresses concerns about the disparity in sophistication between financial and sustainability performance indicators. A one-size-fits-all approach is impractical, necessitating a distinct project approach for each organisation when implementing the reporting management function. It is suggested that organisations should be diversified according to their size and maturity level in order to identify specific and concrete measures aimed at building an effective reporting system. The author enhanced the critical role of top management in defining, designing, and implementing a practical reporting governance framework. This framework should ensure alignment with the organisation's strategic objectives and needs. A successful organisational structure hinges on establishing and maintaining the "tone at the top". By promoting a positive "tone at the top," management fosters a sustainable and successful corporate culture, paving the way for future development and achieving strategic goals. These conclusions offer valuable insights for organisations seeking to establish robust and effective reporting systems that support informed decision-making, stakeholder engagement, and sustainable value creation.
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Tsai, August. "An empirical model of four processes for sharing organisational knowledge." Online Information Review 38, no. 2 (February 25, 2014): 305–20. http://dx.doi.org/10.1108/oir-03-2013-0059.
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Purpose – This study aims to introduce an empirical model which incorporates newsgroups, knowledge forums, knowledge assets and knowledge application processes to share organisational knowledge. Therefore it seeks to illustrate an application for integrating knowledge management (KM) into the business process. Design/methodology/approach – The Taiwanese contingent of an international certification body – also a council member of the International Organisation for Standardisation (ISO) – was selected for a case study. A hybrid technology infrastructure was designed and employed to implement the proposed model. Based on knowledge value added validation, the proposed KM model provides a set of new operating systems for sharing knowledge within an organisation. Findings – Although many theories regarding implementation of KM in organisations have been proposed and studied, an application model for practical integration of various modern principles to share organisational knowledge is strategically important. Therefore a model that integrates principal KM applications into the business process, and the measurement of the resulting benefits, has been developed. Originality/value – Knowledge is a valuable asset for an individual in today's economy; nevertheless the acquisition of such an asset relies heavily on knowledge sharing within an organisation. The author has proposed an exclusive hybrid platform with an empirical process model to address innovative approaches and practical values of KM within an organisation.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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Pahlad, S. and Hewitt, L.M.M. "Integrating Spiritual Leadership and Trust to Enhance Organisational Commitment." Global Conference on Business and Social Sciences Proceeding 16, no. 1 (September 9, 2024): 80. https://doi.org/10.35609/gcbssproceeding.2024.1(80).
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This study examines the perceived relationship between Spiritual Leadership and organisational commitment, exploring the potential connections between the practice of Spiritual Leadership and the level of commitment within an organisation. Extant research indicates a robust correlation between organisational commitment and the leadership style adopted within an organisation. Leadership style, as an intrinsic personal characteristic, plays a crucial role in fostering commitment, empowerment, and motivation among individuals, thereby facilitating the attainment of both personal and organisational objectives. The incorporation of spiritual values within an organisational context significantly enhances employees' affiliation with the organization, thereby exerting a profound impact on organisational commitment. The researchers applied a qualitative, exploratory, interpretative phenomenological research approach. Primary data was collected via in-depth semi-structured interviews. The target group consisted of nine senior management employees from a South African Mining and Infrastructure Equipment Organisation. The themes that emerged from this study include Value-Centric Leadership, the connection between Ethical Leadership and Commitment, Commitment, Trust, and Goal Setting in Spiritual Leadership, Spirituality and Workplace Integration and Empathy, Organisational Support and well-being. The main finding of the study is that Spiritual Leadership can foster organisational commitment when the leader demonstrates belief, authenticity, and trust. A proposed theoretical model of Spiritual Leadership, Trust, and Organisational Commitment is presented, integrating findings from existing literature and participant data. This model reflects the insights gained from the study. Although the research indicates that spiritual values and practices can be incorporated into the workplace, workplace spirituality is still a novel concept. Further research is needed to understand how leaders can effectively integrate, adopt, and promote spiritual values and practices in organisations. Keywords: Spiritual Leadership; Organisational Commitment; Trust in Leadership; Workplace Spirituality; Leadership Authenticity.
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Bangura, Samuel, and Melanie Elisabeth Lourens. "Constraints and Enablement of Workplace Digitalisation: An Integrative Review." International Journal of Business & Management Studies 05, no. 05 (May 5, 2024): 107–13. http://dx.doi.org/10.56734/ijbms.v5n5a11.
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The successful implementation of a digital workplace involves integrating information technology throughout all aspects of the organisation. The resulting changes are significant and wide-ranging, affecting the overall work environment. Numerous experts emphasize the importance of technology in establishing a digital workplace. However, it is important to acknowledge that digital transformation within the workplace presents its own set of challenges. As such, this study aims to identify the limitations associated with embracing a digital workplace and explore the various factors that impact the efficiency of employee digitalisation. In doing this an integrative review to explore the factors that constrain, and influence workplace digitalisation was employed. To do this, relevant studies were searched through reputable search engines such as Scopus, EBSCO, IEEE, Science Direct, Google Scholar, and Bing. In addition, a range of online resources which proved to be reliable sources of information on workplace digitalisation and the constraints and enablement therein were used. Furthermore, reputable journal articles, government reports, and biographies were also used with specific keywords to identify both primary and secondary sources of data. The research results indicate that the lack of accuracy, reliability, trustworthiness, and productive collaboration between humans and artificial intelligence technologies in the context of digitalizing the workplace poses a substantial obstacle to their acceptance, implementation, and successful integration. However, it revealed that adaptability human asset capability employee motivation, and well-defined digitalisation strategy are critical in the effective implementation of workplace digitalisation. The study facilitates an in-depth analysis of the existing constraints and strategies for workplace digitalisation. The aim is to offer valuable recommendations to managers and practitioners on the successful implementation of workplace digitalisation. This study is a novel attempt that aims to explore the challenges and barriers that impede the successful utilisation of the human resource management process of workplace digitalisation.
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Giraudoux, Patrick. "One Health (une seule santé) : concept nouveau en maturation ou vieille histoire?" Bulletin de l'Académie Vétérinaire de France 176, no. 1 (2023): 224–36. http://dx.doi.org/10.3406/bavf.2023.18283.
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The One Health conceptual framework has received renewed interest since the COVID-19 pandemic. It has been endorsed by a quadripartite alliance consisting of the World Health Organisation (WHO), the World Organisation for Animal Health (WOAH, ex OIE), the Food and Agriculture Organisation (FAO) and the United Nations Envi-ronment Programme (UNEP), and is being applied in a number of ways in national policies, such as in Frances re-gional “Health and Environment Plans” (PRSE4) and the Comité de veille et d’anticipation des risques sanitaires (CoVARS) set up in August 2022. This integrative concept aims to balance and sustainably optimise the health of people, animals, and ecosystems. While the health of humans and animals is generally well understood in the medical and veterinary world, the cross-disciplinary link with the health of ecosystems and biodiversity is more difficult to grasp in the world of healthcare. Ecology as a science is not part of the general training curriculum for healthcare professionals. The aim of this article is to take stock of the ecological and environmental issues that justify the concept of One Health, and the paradigm shifts needed to think about the shared destiny of all living things in a world accepted as finite.
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Maibom, Cæcilie, and Pernille Smith. "Symbiosis across institutional logics in a social enterprise." Social Enterprise Journal 12, no. 3 (November 7, 2016): 260–80. http://dx.doi.org/10.1108/sej-02-2016-0002.
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Purpose Non-profit organisations are moving from being permeated with social institutional logics to becoming increasingly influenced by market logics. These organisations thereby have to cope with multiple, often conflicting, logics. The existing literature on hybrid organisations has investigated the consequences of multiple logics, focussing in particular on the conflicts and power struggles between the agents of different logics. This paper aims to examine a social enterprise (SE), which in recent years has experienced a shift towards market logics while being firmly grounded in a non-profit social logic. Design/methodology/approach This paper is a qualitative, single-case case study of a SE based on interviews and observations. Findings The paper investigates how this hybrid organisation experienced and responded to an organisational environment marked by multiple institutional logics. Unlike the subjects of many previous studies, the organisation managed to accommodate and assemble the logics in an unproblematic symbiosis. A strong ideological congruence across institutional logics appears to play the main role in spanning the boundaries between institutional logics. Furthermore, organisational structures advocating decentralisation, autonomy and transparency appear to be important facilitators of the integration of diverse logics. Originality/value This paper contributes to the literature on hybrid organisations and SEs and aids practitioners in such organisations. It suggests that organisational decentralisation, autonomy and transparency facilitate the integration of multiple logics – especially if ideological congruence exists between the actors of different institutional logics. The findings indicate that ideological congruence enhances tolerance towards different approaches and increases the willingness to integrate diverse logics.
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Venketasubramanian, Narayanaswamy, Yan Hoon Ang, Bernard PL Chan, Parvathi Chan, Bee Hoon Heng, Keng He Kong, Nanda Kumari, et al. "Bridging the Gap Between Primary and Specialist Care – An Integrative Model for Stroke." Annals of the Academy of Medicine, Singapore 37, no. 2 (February 15, 2008): 118–27. http://dx.doi.org/10.47102/annals-acadmedsg.v37n2p118.
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Stroke is a major cause of death and disability in Singapore and many parts of the world. Chronic disease management programmes allow seamless care provision across a spectrum of healthcare facilities and allow appropriate services to be brought to the stroke patient and the family. Randomised controlled trials have provided evidence for efficacious interventions. After the management of acute stroke in a stroke unit, most stable stroke patients can be sent to their family physician for continued treatment and rehabilitation supervision. Disabled stroke survivors may need added home-based services. Suitable community resources will need to be harnessed. Clinic-based stroke nurses may enhance service provision and coordination. Close collaboration between the specialist and family physician would be needed to right-site patients and also allow referrals in either direction where necessary. Barriers to integration can be surmounted by trust and improved communication. Audits would allow monitoring of care provision and quality care enhancement. The Wagner model of chronic care delivery involves self-management support, shared clinical information systems, delivery system redesign, decision support, healthcare organisation and community resources. The key and critical feature is the need for an informed, activated (or motivated) patient, working in collaboration with the specialist and family physician, and a team of nursing and allied healthcare professionals across the continuum of care. The 3-year Integrating Services and Interventions for Stroke (ISIS) project funded by the Ministry of Health will test such an integrative system. Key words: Cerebrovascular disease, Chronic disease management, Family physician, Neurologist, Stroke nurse