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In search of excellence: lessons from america's best-run companies, harper & row, ne~ york
... De hecho, la mayoría de la investigación que une cultura y resultados consiste en historias y anécdotas (UTTAL, 1983), o en estudios que comienzan esbozando una teoría de cultura para luego contrastarla en organizaciones con y sin éxito para ver en qué sentido es aplicable (OWENS, 1987). Un ejemplo de esta aproximación es el trabajo de PETERS y WATERMAN (1982), que intenta analizar los factores que determinan que las empresas tengan éxito. Sin embargo, si se analizan adecuadamente, existen empresas sin éxito que los poseen. ...
... Este tipo de explicaciones comparten normalmente un alto componente normativo. Las empresas con culturas fuertes son ejemplos de dirección excelente (PETERS y WATERMAN, 1982). Existen numerosas investigaciones que apoyan la hipótesis de que las culturas fuertes, medidas de forma diversa, tienen más éxito (DEAL y KENNEDY, 1982;KILMANN y otros, 1985;MITROFF y KILMANN, 1984;OUCHI y PRICE, 1978;PASCALE, 1985;PETERS y WATERMAN, 1982;SCHEIN, 1985; CULTURA ORGANIZATIVA, EFICACIA Y PRÁCTICAS DE RR.HH. ...
... Las empresas con culturas fuertes son ejemplos de dirección excelente (PETERS y WATERMAN, 1982). Existen numerosas investigaciones que apoyan la hipótesis de que las culturas fuertes, medidas de forma diversa, tienen más éxito (DEAL y KENNEDY, 1982;KILMANN y otros, 1985;MITROFF y KILMANN, 1984;OUCHI y PRICE, 1978;PASCALE, 1985;PETERS y WATERMAN, 1982;SCHEIN, 1985; CULTURA ORGANIZATIVA, EFICACIA Y PRÁCTICAS DE RR.HH. EN EL SECTOR HOTELERO Isabel Sánchez Quirós WEICK, 1985). ...
El trabajo tiene como objetivo fundamental el análisis de la relación entre cultura, prácticas de recursos humanos y eficacia. El estudio de la cultura organizativa adolece de acuerdo en lo referente a las formulaciones teóricas referentes al concepto en sí mismo y su posible encaje con la eficacia, por lo que no existe un cuerpo de conocimientos empíricos con validez general. Por ello, el trabajo intentará sistematizar las relaciones entre ambos conceptos, verificándolas en el sector hotelero español y destacando la relevancia que las prácticas de recursos humanos tienen a la hora de explicar la relación.
... Numerous studies have indicated that the entrepreneurial activities of organizations are related to organizational performance (e.g., Miles et al. 1978;Peters and Waterman 1982;Drucker 1985;Covin and Slevin 1991;Zahra 1993;Kraus 2013;Wales et al. 2013b;Saeed et al. 2014;Teece 2017;Gupta et al. 2020;Anwar et al. 2022) as well as development (Hughes and Morgan 2007;Chaston and Sadler-Smith 2012). These relationships have been investigated in national contexts (Covin and Lumpkin 2011;Lumpkin and Dess 1996;Miller 1983;Polonsky et al. 2005) as well as in international contexts (Basco et al. 2020). ...
... Finally, our study joins the research stream that is focused on clarifying inconsistencies regarding the relationship between EO and organizational performance (Real et al. 2014;Wales 2016). Our findings supported the evidence that EO positively and strongly impacts firm performance (e.g., Covin and Slevin 1991;Miles et al. 1978;Teece 2017;Wales et al. 2013a, b;Zahra 1993;Peters and Waterman 1982). In particular, the results confirmed those observations from the previous research regarding the impact of EO on the performance of SMEs (e.g., Sidek and Mohd Rosli 2021;Isichei et al. 2020). ...
Previous research has indicated that the impact of entrepreneurial orientation (EO) on performance is ambiguous. This relationship can be affected by numerous factors – both internal and external. This study aims to examine the moderating impact of inter-organizational cooperation, competitive behaviors, digitalization, diversification, and flexibility on the relationship between EO and performance; it also assesses the impact of market conditions on the relationships that were examined above. The sample was comprised of 150 small printing companies, and the moderating roles were analyzed with PLS-SEM. The results confirmed the strong positive impact of EO on firm performance under both non-crisis and crisis conditions. The results indicated that, under crisis conditions, the impact of EO on market performance is positively moderated by inter-organizational cooperation, digitalization, and diversification. However, these factors do not moderate the examined relationship under non-crisis conditions – they only become moderators during a crisis. When supported with the Welch-Satterthwait statistical test, these observations indicated the moderating role of market conditions on the other factors that were examined in this study. With its findings, this study contributes to the literature on entrepreneurship and crisis management. The originality of the study is two-fold: first, this study examines the moderating impact of several factors that have not been previously tested on the EO–performance relationship; and second, it compares the examined models (and the entrepreneurial behaviors that are reflected in these models) and tests the moderating roles of the examined factors under two different market conditions (non-crisis, and crisis). In this way, the study tests the moderating role of market conditions as it relates to the examined moderators.
... The five-phase model expands on the basic crisis management framework by including signal detection, preparation/prevention, containment/damage control, recovery, and learning [60]. Recent studies emphasize the importance of the learning phase, where organizations can analyze the crisis to improve future preparedness. ...
... To handle the situation, keep stakeholders' trust, and safeguard the organization's brand, managers must act quickly and decisively [16]. Rebuilding trust, managing expectations, and gaining support for the organization's recovery efforts can all be achieved by open and prompt communication with staff, clients, suppliers, and investors [60,29]. ...
Corporate implosion, characterized by sudden organizational collapses and significant financial repercussions, necessitates a comprehensive understanding of its triggers, signals, and potential intervention strategies. This paper employs a literature review and synthesis approach to delve into existing corporate implosion research specifically focusing on defining triggers, early signals, and viable rescue mechanisms. The study investigates triggers contributing to corporate implosions, focusing on financial mismanagement and leadership failures. It underscores the intricate interplay between internal and external elements in the context of organizational failures. Through thoroughly examining existing literature, the paper aims to contribute to a deeper understanding of the dynamics leading to corporate implosions. Furthermore, this research extends its scope to explore the closure of private universities, particularly within the African context. The analysis highlights industry-specific factors that contribute to the closure of private universities, encompassing aspects such as market demand, program relevance, financial stability, governmental regulations, economic conditions, demographic shifts, and technological advances. By broadening the investigation to include private universities in Africa, the study offers insights into the unique challenges faced by educational institutions in the region. Ultimately, the findings of this study are intended to inform decision-makers and stakeholders in private universities about the multifaceted nature of challenges that can lead to closures. Recognizing these triggers and signals is crucial for implementing timely and effective interventions to safeguard the stability and sustainability of private universities in Africa.
... 3). Although this may be true, culture has integrated into organizational behavior, becoming a hot topic in management in the 1980s and early 1990s with the unique character of Japan inciting western scholars to take a particular interest in the culture and character of their own countries and links to organizational life (Deal & Kennedy, 1983b; P. Morgan, 1997;Ouchi & Willkins,1985;Pascale & Athos, 1981;Waterman & Peters, 1982). Scholars have illuminated how culture defines the rules of the game that are the social glue that helps hold the organization together (Robbins & Judge, 2013;Schein, 1998). ...
... 9). However, this proposed ideology did not retrieve much attention until the 1970s and 1980s because scholars focused mainly on documenting organizational attributes and building organizational phenomena (Cameron & Quinn, 2011;Cravey, 2013;Deal & Kennedy, 1983a;Hofstede, 1981;Ouchi & Price, 1993;Pascale & Athos, 1981;Waterman & Peters, 1982). ...
Globally, higher education institutions (HEIs) face increasing pressure to learn, change, and adapt to survive and thrive in an increasingly complex and turbulent in today’s environment (Alsabbagh & Khalil, 2017; Coman & Bonciu, 2016; Tierney, 1988, 2008). Furthermore, HEIs are the catalyst to create new knowledge that contributes to economic and social growth by setting the framework for technology transfer, shifting demographics, globalization, and the recruitment of diverse students (Habtoor et al., 2019, 2020; Sayed & Edgar, 2019; Voolaid & Ehrlich, 2017). To effectively reduce the stress and strain produced in colleges and universities by the changing environment, HEIs must better understand the internal organizational culture (OC) to facilitate the progression of organizational learning. Important to realize, HEIs have been linked with economic prosperity and development of developing countries; the Bahamas needs to focus on the University of The Bahamas’ OC to determine the present and desired state of OC to bring about continuous improvements strategic redirection for organizational success. As a result, the purpose of this study was to examine the impact OC types—clan, adhocracy, market, and hierarchy—can have on the dimensions of learning at the University of The Bahamas, the oldest HEI in the Bahamas. This cross-sectional quantitative study used the Organizational Culture Assessment Inventory and the Dimension of Learning Questionnaire. The surveys were completed by 154 participants in this study: 15.0% (n = 70) were staff, 13.1% (n = 61) were faculty members, and 17.9% (n = 10) were administration. Additionally, the study examined the control variable of gender. This research indicates that hierarchy and market partially significantly predict individual learning, and adhocracy, clan, hierarchy, and market significantly predict organizational learning.
... Wallach (1983) identified the basic facets of organizational cultures and clarified the Hofstede's (1980) findings about the culture. Peter and Waterman (1982) found a significant link between strong culture and high financial performance. The actions of the performers in a cultural setting reflect their configuration of the learned mind processes throughout the span of their lives and this configuration tendency creates differences among individuals (Kotter & Heskett, 1992). ...
... In this argument, the performance depends upon actions of the employees. Likewise, financial performance parameters in the organization also depend upon the actions taken by the employees and their respective achieve-ments relate to the degree of achievement of mission and strategic objectives assigned to individuals and groups at work (Peter & Waterman, 1982). The individual performance improvements plans may work effectively if the organization manipulates organizational culture and commonly share such value system that encourages employee, assures openness, and promulgates transparency and fairness. ...
This research aims to assess direct and indirect influences of organizational culture on job performance, as well as to evaluate the impact of each sub-element of organizational culture on such performance. It is argued that employees performance derives, on the one hand, from a long-term perspective related to changes that organizations manage and implement during their process of growth. A second dimension of organizational culture can be given through organizational values, routines and distinctive aspects of culture that allow organizations to create solid competitive advantages. Since most studies in this field were held in Western work cultures, this paper will be devoted to the analysis of this relationship within an Arabic cultural environment and more specifically within a Saudi context. A quantitative study tool, based on a comprehensive research questionnaire, was used and the sample was selected from various government departments being operative in Alkharj. The findings indicate a positive relationship between organizational culture and job performance. Likewise, four organizational culture sub-elements, namely Managing Change, Achieving Goals, Coordinating Teamwork and Cultural Strength, were found affecting positively on job performance, but with varying and distinct intensity. Only Customer Orientation was found negatively associated with job performance.
... Organisational culture could refer to, for instance, group norm (Kilmann, Saxton & Serpa 1987), organisational climate (Schneider, Brief & Guzzo 1996), ideology (Goll & Sanbharya 1990), shared beliefs (Lorsch 1985), mental mode (Hofstede 1998), basic assumptions (Schein 1985), organisational strategies (Weich 1985) and organisational symbols (Pettigrew 1979). In the early 1980s, four masterpieces associated with organisational culture made waves in management academia in the USA: Theory Z by Ouchi (1981), Corporate Culture by Deal and Kennedy (1982), The Art of Japanese Management by Pascale and Athos (1982) and In Search of Excellence by Peters and Waterman (1984). These four publications enlightened organisational culture and pushed it towards a higher theoretical and practical level. ...
... Firstly, organisational culture can serve as a source of distinctions among organisations and can transmit a perception of identity for organisation members (Ravasi & Schultz 2006). Secondly, it can promote the generation of commitment (Peters & Waterman 1984). Thirdly, it can strengthen the stability and consistency of the organisation (Louis 1980). ...
Background: As organisational culture plays an important role in forming a sustained competitive advantage, numerous studies about organisational culture have been completed. However, few studies have been conducted by analysing the references of publications with a visual pattern. Moreover, this subject has reached a certain degree of maturity; hence, a review that analyses the trends of organisational culture is urgent.
Aim: The aim of this study was to provide broad information on organisational culture, including authors, journals, countries and references. In addition, the evolution of organisational culture is depicted and potential future research focuses are predicted.
Setting: Using the Web of Science as a data source, we captured 1479 publications in science citation index (SCI) and social science citation index (SSCI) from 2005 to 2016 with 63 682 corresponding references for analysis.
Methods: A bibliometric approach using CiteSpace software was applied to quantitatively and visually analyse organisational culture.
Results: (1) The USA is the most productive country followed by the UK and then Australia in terms of publication; (2) scholars are mainly focused on ‘performance’, ‘innovation’ and ‘knowledge management’ aspects; (3) most fundamental theories and frameworks were created from the 1980s to the 1990s; (4) the Journal of Business Ethics is the most appropriate journal for contributions, whereas the Academy of Management Review is suitable for scholars to do a literature review, construct a theoretical framework and develop a research design; and (5) future research on this field has been justified accordingly.
Conclusion: These findings not only provide basic background knowledge about organisational culture for new researchers but also provide a framework for visual and quantitative research to management scholars and fill the gap between organisational culture and bibliometric analysis.
... and to gain a comprehensive understanding of knowledge dynamics in organizations, it is critical to develop a KM framework that integrates diverse processes within an organization (north & Kumta, 2018). these standards and processes evoke the spirit of 'in search of excellence, ' as denoted by Peters and Waterman (1982). Organizational excellence (Oe), according to the american society for Quality (asQ, 2022), is the consistent high performance that exceeds the expectations of stakeholders. ...
The purpose of this study is to analyze the impact of the EFQM excellence model in terms of the directional and executional excellence practices (the DEPs and EEPs) on organizational performance (OP). It also aims to analyze the mediation role of knowledge management processes (KMPs) between excellence practices and OP. A survey as an empirical data-collection instrument was deployed and distributed to mid and high-level management participants across four mobile network operators (MNOs) in Yemen. A dataset of 219 valid questionnaires were used for analysis. This paper employs the structural equation modelling (SEM) disjoint two-stage approach to validate the research model using SmartPLS software. The results showed a complementary mediation by KMPs in the relationship between the DEPs and OP, and interestingly, a full KMPs mediation between the EEPs and OP. The findings indicate that KMPs promote the impact of the DEPs on OP while they reduce the influence of the direct impact of the EEPs on OP. Furthermore, to the best of the authors knowledge, the study represents a distinctive investigation in the relationship between the DEPs, EEPs, and OP by inclusion of KMPs as a mediator in MNOs, which contributes to the underdeveloped literature pertaining to these constructs.
... Organisational culture was initially recognised by (Peters and Waterman 1982) as a precursor to success and greatness. As a result of studying the knowledge of the most successful organisations, they came to this conclusion. ...
Abstract: A review of the literature on intellectual capital development was conducted using systemic
criteria for the inclusion of relevant studies. The concepts behind the ideas explored in the present
study were discussed in respect to the subject matter. Examining the past state of the art in the
intellectual capital sector for achieving high levels of innovation performance provided a multidimensional
picture of intellectual capital, innovation performance, and dynamic capabilities. The
present review was designed to illustrate the correlation between intellectual capital and innovation
performance, as well as the role of dynamic capabilities in moderating the relationship between these
constructs. Accordingly, we presented an extensive discussion on the relevant fundamental theoretical
perspectives of contingency and resource-based views to provide an in-depth understanding of
the abovementioned correlation. Finally, the conceptual framework was illustrated.
... Organisational culture was initially recognised by (Peters and Waterman 1982) as a precursor to success and greatness. As a result of studying the knowledge of the most successful organisations, they came to this conclusion. ...
A review of the literature on intellectual capital development was conducted using systemic criteria for the inclusion of relevant studies. The concepts behind the ideas explored in the present study were discussed in respect to the subject matter. Examining the past state of the art in the intellectual capital sector for achieving high levels of innovation performance provided a multidimensional picture of intellectual capital, innovation performance, and dynamic capabilities. The present review was designed to illustrate the correlation between intellectual capital and innovation performance, as well as the role of dynamic capabilities in moderating the relationship between these constructs. Accordingly, we presented an extensive discussion on the relevant fundamental theoretical perspectives of contingency and resource-based views to provide an in-depth understanding of the abovementioned correlation. Finally, the conceptual framework was illustrated.
... Concerning that definition, Alshaher (2013) conducted a study to assess e-learning readiness through McKinsey 7S Model. This model was developed by Peters et al. (1983). This model deals with seven variables, and all the variables begin with the letter "S," including structure, strategy, systems, skills, style, staff, and shared values/superordinate goals (Franta, 2012;Liutu, 2010). ...
One of the characteristics of Education 4.0, which is a response to the demands of Industry 4.0, is the use of adaptive and artificial intelligence technologies in online education. In relation to e-learning preparedness, many researchers have conducted studies. But in Education 4.0, the teaching and learning processes' peculiarities were not considered. Therefore, this study aims to develop and validate an instrument for assessing the e-learning readiness of students toward Education 4.0. There were 126 undergraduate students participated in this study. The respondents were asked to fill out the online-based questionnaire on a voluntary basis. The data obtained were then statistically analyzed using the Pearson product-moment correlation test to measure the instrument's validity. The validity test showed that all items on the questionnaire are considerably valid at a significance level of 0.01. Meanwhile, the instrument reliability was measured through Cronbach's alpha score. The reliability test confirmed that six aspects out of seven of the instrument are categorized as high reliability (flexibility, learning preferences, project-based learning, data interpretation, improving curriculum, and self-directedness). One aspect (field experience) showed a moderate level of reliability. The study's findings confirmed that the questionnaire developed is valid and reliable for collecting data concerning the students' e-learning readiness toward Education 4.0.
... Location plays a crucial role in deciding criteria for store choice (Bevan, 2005). Peters et al. (1982) found that convenience is a significant factor in making a decision on where to shop. Convenience can be attributed with respect to faster checkout and package carryout (Lambert, 1979), knowledgeable sales staff (Gelb, 1978), and easy entrance and exit (Mason & Bearden, 1978b). ...
The human population is aging at a faster pace than it had in developed countries in the past. As a result, in the coming 35 years it can be evidenced that there will be more people who would be older than 60 year. Countries like Germany, Spain, Russia, Italy and Japan’s one third of the adult populations will be over 60 years old by the year 2050.India is also progressing ahead to become the home of the highest number of people in the world in the next seven years. Recently the government of India said in its report that there will be 340million people above 60 years of age by 2050 which would be higher than total population of US, resulting in new challenges due to specific characteristics and needs. According to the “India Aging Report 2017” by the United Nations Population Fund (UNFPA) the share of population over the age of 60 years could reach from 8% in 2015 to 19% in 2050. However, has been overlooked among elderly consumers who form a sizable chunk of world population that is growing annually. Thus, this paper reviews the characteristics of aging consumers, their latent needs and factors that affect their choice of food by thoroughly discussing factors that influence food shopping and store selection among aging consumers in India.
... Alvesson [57] concentrated on culture itself rather than its consequences and described it as philosophies, beliefs, and profound values which exist in all companies and recommend how people can function in them. On the other hand, culture was regarded by Peters and Waterman [58] by symbolic means as a predominant and consistent collection of shared beliefs, including tradition, history, legend, slogan, fairy tales, and anecdotes. ...
Drawing upon the resource-based view and the situated learning theory, this study examined the effect of green human resource management (HRM) practices on the firm environmental innovativeness. The moderating role of organizational innovative culture on the relationship between green HRM and firm environmental innovativeness was also assessed. A survey of 212 furniture manufacturing companies in Malaysia was analyzed using structural equation modeling. Results from the data analysis suggest that green HRM practices are positively associated with the firm environmental innovativeness. The positive effect of green training and green compensation on firm environmental innovativeness was found to be increased by moderating the role of organizational innovative culture. The present study clarifies key green HRM practices that can assist the environmental innovativeness in Malaysian furniture manufacturing firms and advances related research by proposing and examining an overarching model to enlighten such synergies and the moderating role of organizational innovative culture. The findings further extend the scope of green HRM research to promote innovation in manufacturing firms. The theoretical and practical implications of green HRM are presented to enhance environmental innovativeness.
... 3.3.1 | Higher education culture Peters and Waterman (1982) emphasized on organizational development (OD) and components like environment, mission, socialization, information, strategy, and leadership are components of organizational culture which ultimately lead to the development of organization. ...
This research has been undertaken to examine the role of critical success factors (CSFs) for sustainability in quality of Higher Education Institutes in India. Sustainable development requires a holistic view being taken of all interests. The aspects considered here are: Branding, employability, employee experience, and student experience. The study tries to analyze their impact on overall performance. The results highlight that academic culture mediates between student experience and overall performance. The current research also indicates that academic culture mediates between employee experience and overall performance. Employee experience through academic culture emerges as a strongest predictor of overall performance. Student experience through academic culture emerges as an another important predictor of overall performance. Employability was next to follow. The beta values were low for branding. The results highlight that for improving performance, Indian higher educational Institutes need to focus on branding. Implementing this model will enable educational Institutions to focus on these predictors to boost overall performance and equip engineers with requisite skills through academic culture.
... Leadership behavior is an important factor in the building up of healthy and successful organization [1,3,5,9,12,[14][15][16]19]. Since over two decades, many authors have stressed that ergonomics has had an issue being recognized by business leaders. ...
Leaders play an imperative role in the working of any organization. It is fundamental for them to improve the work and the workplace for better productivity, greater satisfaction and furthermore well-being and security of the representatives working for that organization. One cannot sideline the comfort of the employees as they are the most significant resource of an organization. Stress, fatigue, absenteeism, turnover, less involvement and various other health problems can hinder in the effective functioning of the organization. And therefore, it is the duty of leaders to establish and improve the organization’s workplace ergonomic processes. In this paper, we have endeavored to explore the role of leaders in shaping and improving the work and working environment of an organization. An attempt has been made to find out whether the concept of ergonomics in the workplace is known and focused in the organization. Based on the findings, certain recommendations have been suggested which, if found helpful, can be adopted by leaders for the betterment of the organization and its employees.
... Instead, Ulrich stresses changing the mirror to a window, i.e., "HR as a window": this reversed approach means that HR is looking out into the external world of customers or investors (Ulrich et al. 2012). The effective organizations believe in empowerment of employees, making use of their teamwork and capacity development (Becker 1964;Deal and Kennedy 1982;Denison 2000;Fey and Denison 2003;Lawler III 1996;Likert 1961;Peters and Waterman 1982). Thus, it is crucial to have motivational human resource policies. ...
The purpose of this study is to explore the relationship between the zone of tolerance and student satisfaction level; it examines desired educational service levels, minimum service levels, and students’ perceptions of actual service. By utilizing an inclusive service quality approach, a conceptual framework for measuring zone of tolerance in higher education services is presented, to examine the delivery of both non-academic and academic service quality for hospitality and tourism education in Malaysia. A self-selection sampling approach is used, with an online questionnaire survey of 300 respondents, to study hospitality and tourism programs in public and private universities across Malaysia. Data are analyzed using descriptive measures, gap analysis, and t-tests. Results reveal that the evaluation of educational services can be scaled according to different types of expectations—desired and adequate—and that students use these two types of expectations as a comparison standard in evaluating higher education services in Malaysia.
... 3.3.1 | Higher education culture Peters and Waterman (1982) emphasized on organizational development (OD) and components like environment, mission, socialization, information, strategy, and leadership are components of organizational culture which ultimately lead to the development of organization. ...
Purpose
Our findings show that the academic culture is base for quality teaching and education delivery and it impacts employee experience through employee involvement in decision-making and employee engagement demonstrating benefits for universities such as increased employee attraction, higher retention, greater productivity and improved student service. Higher education institutions that offer development opportunities to their faculty are likely to have less turnover than those that do not. Globally tuned curriculum matching the expectation of students one hand and developing a conducive environment for implementing the changes on the other hand is the need of the hour. Branding and student employability needs the focus of policymakers, and it can highly impact the visibility of institute.
Design/methodology/approach
This research has been undertaken to examine the role of critical success factors (CSFs) for augmenting quality of higher education institutes in India. The aspects considered are: branding, employability, employee experience, student experience. The study tries to analyse their impact on overall performance. The results highlight that academic culture mediates between student experience and overall performance. The current research also indicates that academic culture mediates between employee experience and overall performance. Employee experience through academic culture emerges as a strongest predictor of overall performance. Student experience through academic culture emerges as another important predictor of overall performance. Employability was next to follow. The beta values were low for branding. The results highlight that for improving performance Indian higher educational institutes need to focus on branding. Implementing this model will enable educational institutions to focus on these predictors to boost overall performance and equip engineers with requisite skills through academic culture.
Findings
The results show that employee experience is the most importance significant performance indicator to enhance the performance of the engineering institute when academic culture is taken a mediator (Anderson et al. , 1994; Owlia and Aspinwall, 1997; Pal Pandi et al. , 2016). The direct effect of employee experience (Beta = 0.473) is less in comparison to the indirect effect (beta = 0.518). The student experience is also second important indicator that is very significant for the overall performance, and this level of signification is even more enhanced when academic culture acts as a mediator. On the other hand, employability of students (EM) (Ashok Pandit and Wallack, 2016) and branding (BR) play an important role to influence the overall performance of the HEIs. However, branding has least impact on the performance compared to the other indicators as it has lowest beta value (0.169). This reveals that engineering institutes need to emphasis on developing strategies to improve branding by participating in activities that enhance outreach and visibility of the institutes (Nandi and Chattopadhyay, 2011). The results of the study showed the academic culture acts as critical pathway to reach the performance peak.
Research limitations/implications
Competition is spreading in the higher education sector with widespread consequences, and in order to effectively respond to the pressures, universities have to be able to draw attention and retain their precious human capital. Developing linkages for faculty and student will generate mutually beneficial sustainable outcomes. Institutes preferably be multi-disciplinary or inter-disciplinary and have both teaching and research focus of an exceptionally high quality. Developing diverse programmes and activities targeting at developing quality of mind, ethical standard, social awareness and global perspectives, let the students shape their own experience and growth. Solid linkages with industry to impart a practical dimension to technical training is must, and an effective semester internship in industry is a testimony of project-led teaching. Research excellence and quality teaching are the basis of quality education. Engagement in external collaborations that extend and deepen institution impact through increasing international engagements. In future, empirical studies can also be conducted on the AQAR model by collecting data through questionnaires based on the perception of students, and it can be tested through hypotheses employing R software to determine the extent of implementation of AQAR in EEIs in India.
Practical implications
The results show that employee experience is the most important significant performance indicators to enhance the performance of the engineering institute when academic culture is taken a mediator (Anderson et al. , 1994; Owlia and Aspinwall, 1997; Pal Pandi et al. , 2016). The direct effect of employee experience (Beta = 0.473) is less in comparison to the indirect effect (beta = 0.518). The student experience is also second important indicator that is very significant for the overall performance, and this level of signification is even more enhanced when academic culture acts as a mediator. On the other hand, employability of students (EM) (Ashok Pandit and Wallack, 2016) and branding (BR) play an important role to influence the overall performance of the HEIs; however branding has least impact on the performance compared to the other indicators as it has lowest beta value (0.169). This reveals that engineering institutes need to emphasis on developing strategies to improve branding by participating in activities that enhance outreach and visibility of the institutes (Nandi and Chattopadhyay, 2011). The results of the study showed the academic culture acts as critical pathway to reach the performance peak.
Originality/value
The results show that student experience is the most importance significant performance indicators to enhance the performance of the engineering institute when academic culture is taken a mediator. The direct effect of student experience (Beta = 0.101) is less in comparison to the indirect effect (beta = 0.412). The employee experience is also second important indicator that is very significant for the overall performance, and this level of signification is even more enhanced when academic culture acts as a mediator. On the other hand, employability of students (EM) (Ashok Pandit and Wallack, 2016) and branding (BR) play an important role to influence the overall performance of the HEIs; however branding has least impact on the performance compared to the other indicators as it has lowest beta value (0.169). This reveals that engineering institutes need to emphasis on developing strategies to improve branding by participating in activities that enhance outreach and visibility of the institutes (Nandi and Chattopadhyay, 2011). The results of the study showed the academic culture acts as critical pathway to reach the performance peak.
... The manager must be in constant dialogue with the workers, to communicate them his vision, in order for the employees to seize the opportunities as they arise and form an image of the future. This new perspective on human behaviour emphasizes the importance of social needs, attitudes and meanings that guides the actions of people. 1 What is Organizational Culture Peters and Waterman consider organizational culture as a dominant and coherent set of shared values transmitted through symbolic means such as stories, myths, legends, stories (Peters, Waterman, 1982). ...
... The manager must be in constant dialogue with the workers, to communicate them his vision, in order for the employees to seize the opportunities as they arise and form an image of the future. This new perspective on human behaviour emphasizes the importance of social needs, attitudes and meanings that guides the actions of people. 1 What is Organizational Culture Peters and Waterman consider organizational culture as a dominant and coherent set of shared values transmitted through symbolic means such as stories, myths, legends, stories (Peters, Waterman, 1982). ...
... The effective management of organisations has been recognised as an important factor in their success, since the early 20 th century (Peters and Waterman, 1982;Colby et al, 2011;Bloom et al, 2017). The demand for professional managers drove Business Schools to recognise and develop theory for the key business disciplines. ...
The twenty first century has been a period of major change for business organisations and industries. This has led to an ever greater interest in and demand for managers with not only the traditional subject knowledge and technical skills but also individual business skills such as creativity, people skills, personal self-knowledge, managerial intuition and judgement. To meet these demands business schools are under pressure to innovate and adapt their courses appropriately. For an undergraduate degree in business management, this includes both the structure of the degree, the subject disciplines covered and the teaching methods used. But innovation poses a major challenge for researchers and teachers alike-how can the effect on student learning of an innovation be measured or assessed? For each new subject discipline and teaching method there are three critical issues-the quality of the delivery of the module, student response to the learning experience and the overall effect on student learning. A raft of student feedback methods using multiple channels of communication, have grown up in recent years, which set out to measure student satisfaction and student learning as well as the quality of the delivery of the module. This paper outlines the innovation challenge to business schools and describes the approach taken to evaluation on the newly designed set of first year modules for the Cass business management undergraduate degree. Keywords: 21 st century business, constructivist teaching methods, transmissive teaching methods, evaluation of learning, student feedback methods, business management degree 1 introduction Measuring Student Learning achievement (and now learning gain) is the focus of concern for the university sector, including Business Schools, and their funding and regulatory authorities. Moreover to researchers and teachers the success of the delivery and effect of new teaching ideas on student learning is the most important aspect of teaching innovation. Hence evaluation methods are key to establishing the value of new initiatives for business courses. For each new subject discipline and teaching method there are three critical issues-the quality of the delivery of the module, student response to the learning experience and the overall effect on student learning.
... According to Willmott, the purpose of corporate culture is to win the "hearts and minds" of employees: to define their goals by managing what they think and feel, and not just how they behave. (Willmott 1993) It is claimed that the strengthening of corporate cultures provides the key to ensuring the "unusual effort on the part of apparently ordinary employees," (Piereson 1983, xvii) Transforming them into "winners", "champions" and "everyday heroes". Willmott paraphrases Harvey (Harvey 1991) by stating that "within a broader context, corporate culturism can be seen to form an important ideological element within a global restructuring of capital, labor and product markets that involves a movement away from the '5 dollars a day' logic of Fordism towards the contingent, fluid organizing philosophy of 'flexible accumulation'". ...
An argumentation for the dualistic importance of emotions in society, individually and at community level. The current tendency of awareness and control of emotions through emotional intelligence has a beneficial effect in business and for the success of social activities but, if we are not careful, it can lead to irreversible alienation at individual and social level. The paper consists of three main parts: Emotions (Emotional models, Emotional processing, Happiness, Philosophy of emotions, Ethics of emotions), Emotional intelligence (Models of emotional intelligence, Emotional intelligence in research and education, Philosophy of emotional intelligence, Emotional intelligence in Eastern philosophy), Emotional intelligence in organizations (Emotional work, Philosophy of emotional intelligence in organizations, Criticism of emotional intelligence in organizations, Ethics of emotional intelligence in organizations). In the Conclusions I present a summary of the statements in the paper.
... The main contribution of this study is to develop a methodology that integrates the effect of technological learning ( ) TL x and subsidy policies (z h ) into the categorical DEA model. Through continuous learning by doing, firms possess the ability to effectively initiate the accumulation and creation of intellectual capital or knowledge energy (Peters & Waterman, 1985). Learning ( ) TL x in the form of acquiring technological knowledge is valuable and unique because it leads to product innovation (Kessler, Bierly, & Gopalakrishnan, 2000). ...
Government subsidies are an important policy tool that can help firms develop technological learning, and this technological learning effect plays a key role in firms’ research and development (R&D) efficiency. Thus, this study develops a two-stage approach to illustrate the effect of subsidy policies and technological learning on R&D efficiency in the information technology (IT) industry. The technological learning effect in 128 firms in the IT industry from 2008 to 2015 was measured using the learning experience curve. Subsequently, government R&D subsidy intensity was considered as a categorical variable, and this estimated result was treated as an intangible input into a data envelopment analysis (DEA) structure to evaluate R&D efficiency in 2015. This study makes three major contributions. First, the developed approach incorporates the effect of subsidy policies and technological learning into the DEA structure. Second, the empirical results demonstrate the appropriateness of incorporating subsidy policies and technological learning into evaluations of R&D efficiency. Finally, our results identify the key sources of inefficiency as a shortfall in the number of patents and a lack of technological learning. Based on these key findings, some improved strategies were recommended to decision makers.
First published online 19 November 2019
... The study gained ethical approval from the Research Ethics and Governance Committee. Participants who fulfilled the selection criteria were recruited via a snowball sampling technique (Piereson 1983). According to Hardon et al. (2004), purposeful snowball samples allow researchers to easily find and be introduced to knowledgeable people who fulfil the inclusion criteria of the study and are able to answer informatively the research questions. ...
... The study gained ethical approval from the Research Ethics and Governance Committee. Participants who fulfilled the selection criteria were recruited via a snowball sampling technique (Piereson 1983). According to Hardon et al. (2004), purposeful snowball samples allow researchers to easily find and be introduced to knowledgeable people who fulfil the inclusion criteria of the study and are able to answer informatively the research questions. ...
Limited studies have investigated the experiences of athletes who did not "make it" to elite level. To target this research gap, this study accessed and investigated this hard to reach population in order to understand the development and transition experiences of athletes who did not manage to negotiate successfully the junior to senior elite transition. A qualitative methodology was utilised and six athletes were interviewed. Inductive analysis showed that an unsuccessful transition from junior to senior level is highly individual and is attributed to a combination, rather than a single factor. The factors emerging from the work, which can increase the risk of athletes dropping out included: poor communication; inappropriate support; balancing a dual career without support or with excessive pressure; and a win focus environment during the development stage. Implications for coaches and policy makers with regards to impacting positively on both the transition experience itself and earlier foundation experiences are discussed further.
... Since the early 1980s, company culture has been considered important for company prosperity by many authors [Peters et al. (1982); Davis (1984)]. According to Büschgens et al. [2013] the literature has been based on two major propositions:¯rst, cultures re°ect the values and actions of the senior leaders; second, cultures are important determinants of¯rm performance. ...
Purpose: The literature prescribing important determinants of new product development success can be grouped into six main areas addressing organization culture, strategic leadership, competitive intelligence, management of technology, specific characteristics of the company’s NPD process, and the company’s absorptive capacity to use available knowledge to produce and commercialize new products. This study expands and tests an expanded model for enhancing the company’s new product development success. Design/methodology/approach: A field test using a mailed questionnaire to collect information from 311 manufacturing companies has been used to test the proposed model. To eliminate possible multicollinearity among the independent variables, a multivariate regression analysis was used. Findings: The results provide conclusive evidence about the importance of these success factors individually and in combination to explain the inter-company variance in success performing new product development. Research limitation/implications: Despite the relatively broad scope of the proposed model, other factors may also be important, should be identified, and tested in future studies. Practical implications: The items used for measuring each of the main constructs provide more specific insights regarding how managers should go about developing these success factors within their organizations. Originality/value: While the study is grounded in the literature of what until now have been relatively isolated areas of knowledge, it proposed and empirically tested a unique and increasingly integrated model for these areas considered important to new product development.
... Prior researches have shown the positive relationship between organizational culture and competitive advantage. O' Reilly and Chatman (1996) proposed that the "strong cultures" was a series of norms and values which were shaped and widely shared throughout the entire organization and related to the high performance of a wide range of industries (Deal & Kennedy, 1982;Denison, 1990;Peters & Waterman, 1982) and one of the important reasons was that "strong cultures" improved organizational performance by facilitating internal behavioral consistency (Sørensen, 2002). Organizational culture is considered as a resource which directly or indirectly brings competitive advantages and organizational success (Rouse & Daellenbach, 1999). ...
Collaborative culture and innovation are broadly recognized as the crucial antecedents of creating competitive advantage for firms. However, the research on how collaborative culture connects with innovation to enhance firm’s competitive advantage is still sparse and limited. To clarify these relations, this study uses structural equations modeling (SEM) based on data collected from 265 manufacturing and service firms in Vietnam to explore the correlation between collaborative culture, innovation and competitive advantage. The result indicates that collaborative culture has significant effects on both innovation capability and competitive advantage. In addition, innovation capability acts as the mediator between collaborative culture and competitive advantage. The findings of this study provide useful guidelines for both scholars and practitioners in identifying the effective way to increase competitive advantage for firms.
... With regard to the symbolic approach, several studies argue for the op posite-that the use of the approach is linked positively to organizational performance and morale (e.g., Deal and Kennedy, 1982;Peters and Wa terman, 1982;Sergiovanni, 1987). At the same time, others have warned that symbols can either provide guidance, meaning, and reassurance or they can deceive, confuse, and repress (e.g., Bolman and Deal, 1991;Ser giovanni, 1993;Kowalski and Reitzug, 1993). ...
... En la mismaépoca, se presentaron otros estudios que contemplaron otras maneras de evaluar la cultura organizacional, como el Organizational Beliefs Questionnaire de Peters y Waterman (1982), quienes a través de un cuestionario midieron variables como: diversión, innovación, calidad superior, atención a detalles, toma de riesgos, competitividad, informalidad e importancia de la gente. También se puede señalar al Organizational Culture Inventory, de Cooke y Lafferty (1983), cuya perspectiva considera elementos importantes para el autodesarrollo, el manejo del poder, la competitividad, la propia realización, el perfeccionismo, la eliminación, el alcance de logros, y en general, el alcance humanístico. ...
En el marco de las políticas de
fomento a la caficultura y apoyo a grupos
vulnerables, el objetivo del presente estudio
fue contrastar un modelo de los determinantes
perceptuales del autoempleo. Se llevó a cabo
un estudio no experimental con una selección
no probabilística de 147 buscadores de empleo
en una comunidad del centro de México. A
partir de un modelo estructural [X2 = 3,48 (3
gl) p = 0,000; GFI = 0,975; RMR = 0,001] las
percepciones son transmisoras de efectos
espurios de factores externos como el microfinanciamiento,
la situación ambiental o la
formación profesional. Se recomiendan líneas
de investigación concernientes a la inclusión
de variables mediadoras tales como actitudes
y motivos de los factores externos al
emprendimiento social, la búsqueda de empleo
y el autoempleo
Kıymetli okur,
Sizi bu heyecan verici ve farklı bakış açılarının yer aldığı kitabın sayfalarında ağırlamaktan büyük mutluluk duyuyoruz. Girişimcilik, ekonomik fırsatların keşfedilip yeni değerlere dönüştürüldüğü bir organizasyonun oluşturulması için üretim faktörlerinin bir araya getirildiği bir süreçtir. Bu süreçte teknolojik gelişmelerin getirdiği e-ticaret, dijital pazarlama ve sosyal medya kavramları ortaya çıkmıştır. Günümüzde tüm girişimlerin yaşamlarını sürdürme ve büyüme stratejilerinin içerisinde e-ticaret, dijital pazarlama ve sosyal medya kavramları yer almaktadır. Bu kavramlar özelinde ortaya çıkmış girişimler dahi bulunmaktadır.
Bu kitap, girişimciliğin geleneksel temellerini ele almakla birlikte dijital çağın gerekliliklerini yakalamak isteyen tüm girişimcilere, sektör çalışanlarına, akademisyenlere ve öğrencilere ışık tutmayı amaçlamaktadır. Kitabımızın, dijital çağın gerekliliklerini yakalamak isteyen tüm girişimcilere, sektör çalışanlarına, akademisyenlere ve öğrencilere bilgi ve ilham kaynağı olacağını düşünmekteyiz.
El presente artículo tiene como objetivo describir el impacto de la inteligencia emocional como habilidad gerencial en las organizaciones, fortaleciendo su cultura organizacional, la motivación de sus colaboradores, su productividad y su éxito general. La metodología planteada corresponde a una revisión sistemática minuciosa de los conceptos de habilidades gerenciales, inteligencia emocional y liderazgo desde sus orígenes y se plantean líneas de investigación relacionadas con este tema. Como resultado se tiene que la evolución histórica de las habilidades gerenciales y de la inteligencia emocional ha sido influenciada por diversas teorías y enfoques importantes a lo largo del tiempo. Se concluye que, estas dos áreas de estudio han experimentado cambios significativos a medida que se ha entendido mejor el papel de las emociones en el ámbito empresarial y se ha reconocido la importancia de las habilidades de liderazgo efectivo.
Mixed methods were employed to conduct the study in order to address the issue. A sample survey of 125 individuals was conducted and interviews with the four scholars from the university and two experts from industry were carried out. Document analysis was also used to analyze policies related to university-industry linkages. This study investigates the fact that there is low university-industry linkage in terms of academic research. Besides, the power of implementation of policies in connection with university-industry linkage is very poor at the national and university levels, and the leadership commitment to creating linkages with industry doesnt get priority attention. Even though the university has no financial constraints and an annual fund for the university-industry linkage, the academic staffs were not committed enough to conduct academic research. Furthermore, the study findings indicate a lack of incentive mechanisms to motivate academic staff and updated research infrastructure and facilities. In addition, the results of the study showed that the university has no IPR policy at the university level as of today. Finally, it was recommended that universities, as key producers of research, ought to increase their participation in producing high-quality problem-solving research; industries are able to use research and local technology outputs while also supporting universities and the government also enforces the universities and the industries in order to create strong linkage among the actors (university, government and industry).
The purpose of this study is to examine the association between cultural factors and the financial performance of the firm. The study includes power distance, clan culture, uncertainty avoidance, firm innovation, and market culture as independent variables and financial performance as a dependent variable. This study relies on a primary data collected from 216 respondents from various organizations in Nepal. Data were analyzed using structural equation modeling. The study results show that organizational culture has a significant impact on financial performance. Among the five cultural dimensions, firm innovation, and uncertainty avoidance have a strong direct impact on the financial performance of the firm whereas market culture has an indirect effect on the financial performance of the firm. This research encourages Nepalese firms to pay attention to the conducive working environment, especially the atmosphere of market culture, innovation, and uncertainty avoidance.
This study extends prior work by developing a comprehensive framework examining how leadership and organizational learning facilitate the achievement of high performance in organizations. Following quantitative approach, this study used survey questionnaire to collect data from leaders in the tourism sector. SmartPLS was applied to perform PLS-SEM statistical techniques with 638 responses collected. The findings revealed that high performance of tourism firms was directly and indirectly affected by leadership traits, leadership competencies, complexity leadership and organizational learning. This study has a significant contribution to leadership, organizational learning, and organizational high performance literature by providing a comprehensive framework of the relationships among these phenomena. Significant implications for both theory and practice were provided.
Universities in Saudi Arabia are expected to improve their quality, standard, effectiveness, and efficiency to achieve their objective of becoming world-class universities. Moreover, organizational communication tends to affect human resources development performance. This study seeks to examine the organizational culture and communication influence on HRD performance among academicians. A total of 425 academicians at institutions of higher learning in Saudi Arabia responded to a questionnaire survey. The result indicated that organizational culture and communication positively impact HRD performance. Decision makers in higher education have to focus more in implementing effective communication and organizational culture to improve the HRD performance of universities.
The environment in which public and private organizations operate has become increasingly complex and highly unpredictable. Though social issues arise in a policy field, they are likely to escalate, possibly through a pattern affected by delays. These complex features characterize “wicked” community problems.
When this study was initiated in 2008, the concept of family social capital was new to the family business discipline. This paper summarizes in-depth qualitative research grounded in owning family experience to understand the nature and source of owning family social capital. Exploratory research began with roundtable discussions among family business owners, advisors, and researchers to understand how owning families sustain positive relationships characteristic of family social capital. These discussions revealed that some family business owners rely on their family faith to sustain and establish ethical norms. A follow-up review in the family studies literature revealed that many families rely on family faith practices and faith-based narratives to reinforce ethical norms that strengthen family relationships. Based on these findings, researchers developed hypotheses to guide additional research. Four owning families affiliated with different Christian denominations participated in in-depth qualitative research that supports hypotheses. Interviews and archival data revealed very similar faith-based practices, beliefs, and values across the four owning families. And additional qualitative evidence indicated positive connections between values-based family social capital and family owner succession, business performance, and community support. Theoretical relationships derived from qualitative data are summarized in a Faith-Based Values Theory of Family Business.
Social media platforms are public venues where conversations about issues of public interest take place. Much recent research has been devoted to evaluating the degree to which online conversations capture public opinion on issues of broad societal interest. We describe a robust and scalable platform to support such studies. Our platform allows the analysis of three semantic aspects of tweets, namely the personal values, sentiment, and humour expressed in them, as well as the public's engagement with them. In addition, it aggregates these indicators at the level of tweet authors to shed light on the activities and style of influencers of public opinion. Finally, it offers rich visualizations to enable users to gain insights on their datasets. We demonstrate the usefulness of our platform with two case studies: (a) analyzing the fragmented narratives around established (hydro, oil and gas, coal, nuclear) and new (solar, wind, geothermal, biomass) energy sources; and (b) comparing the social-media brands of academic institutions.
Despite a plethora of frameworks and processes, in planned organizational change models (POCMs), the role of change organizations, i.e. organizations dedicated to change, remains rarely explored. In this paper, we delve into this subject via a multiple case-based research design studying eleven large Finnish companies via 33 interviews. We find that although all studied case companies bear some component(s) of change organizations, these vary substantially. To this end, our findings bear three contributions. First, we propose a typology on change organizations as consisting of change networks, change teams and individual change roles, incorporating varying dimensions each. We further found three interrelations between these dimensions. Second, we demonstrate that change organizations exist in company practice more than they appear in the POCM literature. Third, we develop a framework for the evaluation of the maturity of a company’s change organization. Going forward, our findings are a call for further research on change organizations and their role in planned organizational change.
MAD statement
This article aims to Make a Difference (MAD) by offering a coherent lens that can be used both in the research and in the development of change organizations, in theory and in practice. Change organizations (networks, teams and roles dedicated to change) are a somewhat underrepresented dimension in classic planned organizational change models. However, in practice, companies’ change organizations play various active roles in planned change. Building on evidence from a multiple case study of eleven Finnish large companies, we suggest a multi-dimensional typology on change organizations. Through identified interrelations, we suggest that certain types of change organizations may be preferred over others in particular circumstances. In addition, we offer a change organization maturity framework for developing and evaluating companies’ change organizations.
The technology can be considered a systematic, knowledge-based action, applicable in industrial processes in order to transform resources into products requested by the customer. Technology uses scientific resources but is, at the same time, itself a science of applying knowledge for practical purposes. Technology is ultimately the measure of the efficiency of industrial management. The management, as a science, takes the information regarding the management processes and submits them to some analysis procedures in order to perfect the existing management methods and to complete them with new ones. The applicative character of the management results from the fact that the experiences regarding the systems management are materialized in the design of new systems, methods, techniques, and procedures that constitute the tools made available to the managers for achieving the company's objectives. The manager must prove the ability to understand economic and social phenomena, the laws that govern them, objectively identifying the risks and opportunities, in order to plan the company's activities. An equidistant, efficient and coherent policy established by the management guarantees the success and ensures the agreement of the company's existence with the market evolution.
Building Information Modelling (BIM) implementation is a dynamic process and there are a number of influential variables that may change throughout. There is little research on the dynamics of the change environment and the AEC organizations’ approaches to BIM adoption and implementation. A considerable number of BIM enablers have been identified and/or developed in the extant literature. However, stipulating BIM implementation enablers per se provides only a static view that is not adequate for describing effective management of BIM implementation in Architectural, Engineering, and Construction (AEC) organizations. This study is the second part of an ongoing research about BIM implementation enablers. In the first paper “Building Information Modelling (BIM) adoption and implementation enablers in AEC firms: a systematic literature review” (Abbasnejad et al., 2020) the organizational BIM enablers have been identified. The aim of this second paper is to (1) further review and validate the key BIM implementation enablers using both the existing literature and expert interviews, and (2) develop a structural model of the key enablers using the ISM technique to understand the mutual interaction of these enablers and identify the driving enablers and the dependent enablers. Twenty-eight enablers for BIM implementation were initially identified from the literature and subsequent discussion with experts from academia and industry has been conducted to select most key BIM implementation enablers. Eleven enablers were finally chosen based on the literature review and expert interviews and the Interpretive Structural Modeling (ISM) technique has been adopted to evaluate the contextual interrelationships among them. MICMAC (Matrix Impacts Cross-reference Multiplication Applied to a Classification) analysis was employed to classify the eleven enablers based on their dependence and driving power. The results indicate that there is no enabler in the autonomous cluster and this therefore signifies that all enablers are required for the implementation of BIM. BIM leadership and top management support have been identified as the enablers with the highest driving power in the initial stages of the BIM adoption and implementation process and for that reason, these enablers demand a greater priority given that there are other dependent enablers that will be impacted.
Il tema di una prossima rivoluzione industriale è complesso: prospetta scenari positivi, ma non è scevro di preoccupazioni per il futuro. La possibilità di una nuova rivoluzione industriale e le sue relazioni con i programmi strategici “Industria 4.0”, finalizzati ad agevolare i processi di innovazione tecnologica delle imprese, sono trattati nel dibattito pubblico a volte in modo semplicistico e confuso. L’articolo assume che una rivoluzione industriale sia prima di tutto un fenomeno sociale, in cui gli strumenti tecnologici sono importanti abilitatori di cambiamento, ma non esauriscono le ragioni di novità del cambiamento, che si trovano invece primariamente in nuovi ruoli per gli individui nelle organizzazioni e per le organizzazioni nei sistemi tecno-socio-economici. Su questa base si propone l’ipotesi che un’eventuale prossima rivoluzione industriale avrà a che vedere con una nuova concezione dell’intelligenza, di cui qualche caratteristica è qui delineata.
Ergonomics is one of the emerging fields of interest for the researchers of the twenty-first century but is being incorporated into unusual traits of human life from the period of prehistoric Greek civilization. On the former, it has been tried to present how Greeks have used ergonomics in the manufacture of various products. Later on, during the twentieth century, there have been many changes in the application of ergonomics in different aspects of the product design. In this paper, an attempt has been made to represent how ergonomics in product design has changed its face from the prehistoric Greek civilization to the present age and what are the future trends of ergonomic developments in product design.
Globalization has led the tourism industry to undergo radical changes, with an ideological shift toward embracing the customer-centric approach and discarding the traditional focus on profits. Tourism organizations need to fulfill the demands and expectations of customers by training staff to maintain service excellence. A strategic approach must ensure employees are engaged, recognized, innovative, trustworthy, and loyal, exhibiting innovation and enhanced performance. This conceptual study explores the paradigm shifts in tourism human-resource management, and highlights a strategic approach of integrating operational and cultural elements for achieving service excellence. The proposed Operational Integration and Cultural Integration (OICI) elucidates effective management of human resources to achieve service excellence. It highlights that the customers’ power to choose has increased, as the quality of the overall experience is wholly based on perception and acts as a main differentiator in the competitive world. Hence there is a need for constantly innovative ways to enhance services’ effectiveness through efficient utilization of human resources (employees). To achieve high performance and service excellence, organizations must constantly encourage and inspire their employees, and acknowledge their contribution. The OICI model’s implementation can achieve organizational goals and lead to satisfied, delighted, and loyal customers.
Une argumentation pour l'importance dualiste des émotions dans la société, individuellement et au niveau communautaire. La tendance actuelle à la prise de conscience et au contrôle des émotions grâce à l'intelligence émotionnelle a un effet bénéfique dans les affaires et pour le succès des activités sociales mais, si nous n'y prenons pas garde, elle peut conduire à une aliénation irréversible au niveau individuel et social. L'essai est composé de trois parties principales: Émotions (Modèles d'émotions, Le processus des émotions, La bonheur, La philosophie des émotions, L'éthique des émotions), Intelligence émotionnelle (Modèles d'intelligence émotionnelle, L'intelligence émotionnelle dans la recherche et l'éducation, La philosophie d'intelligence émotionnelle, L'intelligence émotionnelle dans la philosophie orientale) et Intelligence émotionnelle dans les organisations (Travail émotionnel, La philosophie de l'intelligence émotionnelle dans les organisations, La critique de l'intelligence émotionnelle dans les organisations, L'éthique de l'intelligence émotionnelle dans les organisations). Dans les Conclusions, je présente un résumé des déclarations contenues dans le document.
O argumentare a importanței dualiste a emoțiilor în societate, individual și la nivel de comunitate. Tendința actuală de conștientizare și control al emoțiilor prin inteligența emoțională are un efect benefic în afaceri și pentru succesul activităților sociale dar, dacă nu suntem atenți, poate duce la o alienare ireversibilă la nivel individual și social. Lucrarea se compune din trei părți principale: Emoții (Modele ale emoțiilor, Procesarea emoțiilor Fericirea Filosofia emoțiilor Etica emotiilor), Inteligența emoțională (Modele ale inteligenței emoționale Inteligența emoțională în cercetare și educație, Filosofia inteligenței emoționale, Inteligența emoțională în filosofia orientală) și Inteligența emoțională în organizații (Munca emoțională, Filosofia inteligenței emoționale în organizații, Critica inteligenței emoționale în organizații, Etica inteligenței emoționale în organizații). În Concluzii prezint un rezumat al afirmațiilor din lucrare.
Introduction
The Australian Council on Healthcare Standards (ACHS) set criteria for the delivery of healthcare services in Australia. While a voluntary process, continual accreditation with ACHS is an expectation of, and for, Australian healthcare providers. Juxtapositioned with the ACHS, the Nursing and Midwifery Board of Australia (NMBA) set the mandatory practice requirements of, and for, Australian nurses. Despite these overarching quality and governance directives, a regional Queensland Hospital and Health Service (HHS) demonstrated deficits in the quality of nursing care. Accordingly, a HHS project was commissioned with the aim of producing a quantum shift in the quality of nursing services such that the service was ready-everyday for accreditation assessment, and nursing practice exemplified the NMBA standards.
Several barriers to achieving the aim were identified and it was considered that the implementation of critical system changes would structurally and operationally support the achievement of the aim. The system changes are pivoted around an interactive matrix that links nursing care services to the array of nursing professional and practice standards and provides real-time quantitative output measures. This paper outlines the protocol that will be used to establish, implement and evaluate the matrix.
Methods and analysis
A participatory action research design with a modified Delphi methodology will be used for the development the matrix. The organisational change management around the matrix implementation will be informed by Kotter’s model and supported by the use of the McKinsey 7S. The matrix implementation phase will be conducted using a modified Promoting Action on Research Implementation in Health Services model. Quantitative and qualitative data will be collected over a 12 month pre-test/post-test design to measure the statistical significance of the matrix in supporting compliance with nursing standards and the achievement of quality nursing care. Quantitative data from quality of care assessments will be analysed using descriptive and comparative statistics. Qualitative data from staff surveys will be analysed by content analysis of the major themes (n~200).
Ethics and dissemination
The project has ethics approval from a Queensland Health Human Research Ethics Committee. Results will be reported to participants and other stakeholders at seminars and conferences and through peer-reviewed publications.
Despite the promotion of various leadership styles based on leader-follower relationship, individual competencies, competition and goals, calls have been made for a leadership approach that is embedded in the often implicit notion of responsibility. Responsible Leadership (RL) highlights two fields of study: social responsibility and stakeholder leadership to achieve mutually beneficial business goals. RL presents an attractive and important integration of research on leadership and corporate social responsibility and offers the opportunity to provide significant advances in organisational studies. While much has been studied about social responsibility, less is known about the influence of RL on employee outcomes, such as presenteeism, organisational commitment and turnover intentions. Presenteeism is defined as attending work while being ill and unable to work, at least not at full capacity. Presenteeism costed the Australian economy $A34.1 billion (2.7% of the Gross Domestic Product) for 2009-2010 (Medibank, 2011). It is well recognised in both psychological and occupational-hazard studies but needs further exploration in the context of organisational leadership. Presenteeism indicates a substantial impact on employees’ productivity and imposes a significant economic burden both on businesses and national economies. This thesis proposes a structural model and examines the direct influence of RL on employee outcomes, including presenteeism, organisational commitment and turnover intentions. It also examines the mediating roles of both organisational commitment and employee turnover intentions on the relationship between RL and presenteeism. The proposed model was tested using a heterogeneous sample of employees from various Australian industry sectors. A web-based survey was mailed to 3500 employees and 323 responses were collected to confirm 200 complete responses. A total of 123 responses were incomplete and were therefore excluded from the findings, resulting in an overall response rate of 9.2%. Participants responded to scales measuring responsible leadership, presenteeism, organisational commitment and turnover intentions. Eight hypotheses were developed to examine the thesis aims. Structural equation modelling (SEM) was used to test the proposed hypotheses. The results of SEM provided support for eight hypotheses. The significant findings of the study were threefold. First, RL behaviours were negatively and significantly related to both presenteeism and employee turnover intentions in workplaces among Australian employees. The results suggest that when employees perceive their leaders to be responsible, there is greater likelihood that employees will exhibit lower presenteeism and turnover intentions at work. Second, RL was also positively and significantly related to organisational commitment. This result suggest that RL has a significant and positive influence on employees’ emotional attachments to their organisations (affective commitment) and the individual personal values (normative commitment) than their costs of resigning, such as losing attractive benefits or seniority (continuance commitment). Third, the results support the hypotheses that organisational commitment and employee turnover intentions partially mediate the relationship between RL and presenteeism. The results suggest that both organisational commitment and employees’ turnover intentions reduce the total influence of RL on presenteeism. The findings of this thesis provide valuable insights by corroborating and extending theory and research in several ways. First, the study is one of the first reported studies to test the direct and indirect relationship between RL and presenteeism with an Australian sample. Second, it empirically tests an underexplored assumption of RL theory by examining the influence of RL on employee outcomes including organisational commitment, employee turnover intentions and presenteeism. Third, the proposed model in this thesis is one of the first to examine how and why RL influences presenteeism by integrating two mediators, organisational commitment and employee turnover intentions. Fourth, several implications for practice can be highlighted including designing employee training programs to promote RL skills among managers, recognising presenteeism, incorporating organisational strategies to recover losses from presenteeism, and encouraging managers to enhance organisational commitment and reduce employee turnover intentions in organisations. In conclusion, limitations of the study are presented along with recommendations for future research.
Creation Date
Este trabajo aborda una revisión y desarrollo teórico del concepto Identity Work a partir de la lógica del acontecimiento y la multiplicidad para poner de relieve las potencialidades creativas de lo colectivo en los entornos organizacionales. Se introduce una nueva perspectiva sobre los procesos de control normativo más allá de la mera problematización de los discursos organizacionales y su impacto en nuestra construcción identitaria. La sensación de sentirse atrapado por…, o inmerso en…, o comprometido con la dinámica de la empresa se presenta como un proceso complejo, no unidireccional, lleno de ambivalencias, contradicciones y reformulaciones que nos llevan a entender la identidad como un campo de batalla organizacional, como algo contingente que surge, que acontece, que se crea colectiva-mente y no tanto como algo que se tiene, se adopta o se impone indefinidamente.
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