Figure - available from: Industrial and Commercial Training
This content is subject to copyright. Terms and conditions apply.
Source publication
Purpose
The purpose of this study is to provide human resource (HR) practitioners of multinational companies aspiring to invest in these two countries with guidelines for attaining organizational effectiveness through people.
Design/methodology/approach
This study develops and tests a multiple criteria decision-making model with data collected in...
Citations
... Organizations in the contemporary global economy are increasingly challenged to optimize their effectiveness within the evolving work environment (Jha et al., 2022;Naveed et al., 2022). This shifting landscape affects various facets of organizational operations and their contextual settings (Mir ceti c et al., 2022). ...
... This shifting landscape affects various facets of organizational operations and their contextual settings (Mir ceti c et al., 2022). In the face of escalating competition, meeting customer expectations has become more daunting (Jha et al., 2022;Naveed et al., 2022), prompting organizations to seek ways to enhance employee knowledge and capabilities while refining existing work systems (Damanpour et al., 2018). Traditionally, organizational effectiveness was often narrowly defined in terms of delivering shareholder value (Holbeche, 2018). ...
... The criteria for evaluating organizational effectiveness have expanded to include profitability, growth, competitive advantage and financial outcomes, contingent upon realizing objectives and goals (Naveed et al., 2022;Schuler and Jackson, 2014). Furthermore, organizational effectiveness is closely tied to an organization's ability to adapt to unforeseen changes and crises and its responsiveness to environmental dynamics (Gold et al., 2001;Jha et al., 2022). ...
Purpose
This study aims to delve into the relationship between open innovation and organizational effectiveness, expanding upon previous research that primarily focused on the impact of open innovation on firm performance.
Design/methodology/approach
Based on data collected from top- and middle-level managers across diverse sectors in India, the authors examined the intricate dynamics of open innovation and its effects on organizational effectiveness. The authors took two approaches to examine the data; using structural equation modeling and using the fuzzy set qualitative comparative analysis (fsQCA) approach.
Findings
This empirical evidence underscores the potential advantages of adopting open innovation practices within organizations. The contribution extends to both theoretical and practical domains.
Research limitations/implications
Theoretically, this research enriches the literature on open innovation and organizational effectiveness by providing empirical substantiation for their interconnection.
Practical implications
From a practical perspective, the findings offer actionable insights for practitioners and organizational leaders, suggesting that embracing open innovation can significantly enhance organizational effectiveness, ultimately fostering improved performance and competitiveness. The findings also have implications for external stakeholders aiming to engage with innovation-driven organizations for purposes of commercialization and knowledge exchange.
Originality/value
This study advocates for incorporating inbound and outbound open innovation practices within strategic decision-making processes to achieve organizational effectiveness.
... An environment conducive to information sharing and team learning is a characteristic feature of a robust LOC (Meher et al., 2022). With adaptability recognized as a crucial indicator of OE (Dhoopar et al., 2023), employees are inclined to adapt to internal and external business environment changes (Jha et al., 2022). LOC further empowers employees to foster improved relationships with suppliers and enhance their ability to engage with clients, thereby positioning it as a source of competitive advantage (Farrukh and Waheed, 2015). ...
Purpose
This study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the intervening mechanism in the learning organizational culture-organizational effectiveness association.
Design/methodology/approach
The data were collected from middle and top managers using the survey approach from the manufacturing and services sectors in India. Structural equation modeling and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data.
Findings
We found that organizational effectiveness is positively affected by learning organizational culture and that employee work engagement mediates this relationship. Our findings provide an essential building block in the research of learning organizational culture, work engagement and organizational effectiveness.
Originality/value
This study establishes linkages among the variables of interest by examining the impact of a learning organizational culture and work engagement on organizational effectiveness. It augments the existing literature on organizational effectiveness by elucidating the role of a learning organizational culture and work engagement as critical enablers of organizational effectiveness. Additionally, the study furnishes empirical evidence demonstrating the mediating role of work engagement in the relationship between a learning organizational culture and organizational effectiveness.