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Impact of Vision and Mission on Organizational Performance in Indian Context

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Abstract

Vision and Mission creates the beginning of an organization and the end result or outcome is the overall performance. An organization is formed by defining its vision and mission and then all efforts are made towards its accomplishment. The purpose of this paper is to explore the impact of vision & mission on organizational performance in the Indian Context. Data is collected from 200 respondents and use of graphical representation for descriptive analysis, anova and regression for inferential analysis on the basis of responses collected through questionnaire. The results indicate that vision and mission significantly influence organizational performance. It is further seen that it’s not just the formation of vision & mission statement but its content, communication, implementation and contribution all are equally important.
The International Journal Of Business & Management (ISSN 2321–8916) www.theijbm.com
165 Vol 4 Issue 12 December, 2016
THE INTERNATIONAL JOURNAL OF
BUSINESS & MANAGEMENT
Impact of Vision and Mission on
Organizational Performance in Indian Context
1. Introduction and Literature Review
Vision & Mission is conceptualized as something that offers direction to an organization and that helps increase organizational
success. Vision is like a road map which shows the route a company aims to take in developing and enhancing its business. It portrays
a picture of company’s destination for the future & provides a rationale for going there. The literature presents many variations on the
meaning of vision: vision identifies the worth of work, allowing the individual to identify their contribution towards accomplishing an
ideal (Tvorik and McGivern, 1997). Vision is energy; the inspiration and supervision of the flow of energy and meaning that people
use to control change (Smith, 1996a, 1996b; Snyder and Grraves, 1994). Vision is an over-reaching concept that enlightens the
organization’s values, guiding philosophies, and tangible image (Collins and Porras, 1991). Vision is a concept that is personally
mastered and used to support the personal and professional conditions of an individual (Senge, 1990). Visioning provides the
organization with a clear sense of direction, a powerful selection of power, and it gives an individual with the sense of being
empowered in something essential (Goodstein et al., 1993).
A company’s mission is a long-term view of what the organization is determined to become in future signifying the basic strength of
the firm including its products, business and markets. The identification of a mission is the basis of awareness of a sense of purpose,
the complex environment, and the extentto which the firm’s mission fit its capabilities and the opportunities which the environment
offers. The mission of a company is the fundamental unique purpose that differentiates one firm from another of its type. It indicates
the nature and scope of business operations in terms of product, market and technology. Vision portrays the future business scope of
the company and involves a choice about the strategic path to take; Mission is concerned with the company’s present business scope,
present capabilities, its products and services, customers and business makeup. However, if a compelling vision is not articulated and
shared, vision, including purpose and values, is the first element all organizations need to undertake to become high performing.An
effective organizational vision and mission statement translates directly into an organization’s success which can be measured by
continued competitive advantage, improved sales, solid leadership, greater employee commitment, increased shareholder value
(Wilson, 1992). When employees are made a part of the vision process it is easier to get them together to decide on important matters,
reconcile differences and coordinate implementation activities.
The literature review identifies the components that forecast financial performance, are indicative of a firm’s success or failure
(Altman, 1968; Altman and Mc Gough, 1974; Beaver, 1966; Chakravarthy, 1982, 1986; Poston et al., 1994). Research was conducted
in a comparison study of 36 corporations with 18 visionary companies over 60-year period on the habits of successful companies. The
results proved the occurrence of an effective vision ensuring the ability of corporations to continue over long periods of time (Collins
and Porras, 1994). Jones and Kahaner (1995) advocate that vision strategies are the most powerful tool used when a company has to
implement change. They advocate vision statements as the most satisfactory planning tool identified by CEOs as identifies in a 1994
survey by Bain and Company and The Planning Forum. Organizations need a shared powerful vision and mission that provides the
enabling direction to become proactive and maintain the transformation process for the future (Garfield, 1992; Kotter, 1995, 1996;
Miles and Snow, 1978; Naisbitt and Aburdene, 1985). A shared organizational vision provides affirmative action of organizational
Shilpa Wadhwa
Research Scholar, Sharda University, Noida, India
Daleep Parimoo
Research Supervisor, Sharda University, Noida, India
Abstract:
Vision and Mission creates the beginning of an organization and the end result or outcome is the overall performance. An
organization is formed by defining its vision and mission and then all efforts are made towards its accomplishment. The
purpose of this paper is to explore the impact of vision & mission on organizational performance in the Indian Context. Data
is collected from 200 respondents and use of graphical representation for descriptive analysis, anova and regression for
inferential analysis on the basis of responses collected through questionnaire. The results indicate that vision and mission
significantly influence organizational performance. It is further seen that it’s not just the formation of vision & mission
statement but its content, communication, implementation and contribution all are equally important.
Keywords: Vision & Mission, Organizational Performance
The International Journal Of Business & Management (ISSN 2321–8916) www.theijbm.com
166 Vol 4 Issue 12 December, 2016
effectiveness using increased adaptability and flexibility as stated by Bennis and Nanus, (1985). Facing the reality through a shared
genuine vision provides the motivating force that will persuade the employees to attain the personal initiative to grow and learn and
consequently increase the opportunity to improve competitive advantage (Senge, 1990, 1994). Peters (1987) supports the view that
organizational survival is dependent on uniqueness and the ability to identify strategic distinction within the marketplace. He
recommends this uniqueness should be prominent in the shared organizational vision. Peters concluded successful vision as providing
the direction to be a tie-breaker in decision making and general enough to take opportunity of the ever-changing marketplace.
2. Research Methodology
The main purpose of this study is to understand and identify the impact of vision and mission on the overall performance of the
organization. Keeping this in mind, hypothesis was formulated
H0: Vision and mission has no significance impact on organizational performance.
H1: Vision and mission has significant impact on organizational performance.
The survey population for this study was taken from four organizations through convenience sampling technique. The organizations
were purposely selected to cover public and private sector as well as manufacturing and service sector. These organizations were
located with their corporate office in and around Delhi –NCR region. Questionnaire was prepared on the basis of previous researches
conducted on this topic.
The questionnaire was purposely made short and concise to get quick response. The structure of the questions was logical and
systematic including multiple choice questions, Likert scale responses, Yes/No Questions and subjective feedback. The Likert scale
questions mainly focused on formation, content, communication, implementation and contribution. Fifty responses from each
company and in total 200 responses were found to be valid to be used in our study. The limitation of this study is the restricted time
frame, no of questions were limited, and non-supportive attitude of the employees restricted the sample size.
2.1. Data Analysis and its Interpretation
S.No Particulars Details Frequency Percentage
1 Company
HCL 50 25
NTPC 50 25
Airtel 50 25
Maruti 50 25
2 Gender
Male 163 81.5
Female 37 18.5
3 Age
Below 26 46 23
26-35 84 42
36-45 42 21
46-55 27 13.5
Above 55 1 0.5
4 Qualification
Graduate 113 56.5
Post Graduate 68 34
Professional Diploma 17 8.5
Any other 2 1
5 Job Level
Junior Level 47 23.5
Middle Level 119 59.5
Senior Level 25 12.5
Support Staff 9 4.5
6 Tenure
Less than 2 yrs 66 33
2-5 yrs. 61 30.5
5-10 yrs. 41 20.5
10-20yrs 20 10
Above 20 12 6
Table 1: Demographic Profile
The International Journal Of Business & Management (ISSN 2321–8916) www.theijbm.com
167 Vol 4 Issue 12 December, 2016
In table 1: The total respondents in the study are 200 from 4 companies, i.e. 50 from each of the respective companies, HCL
technologies, NTPC, Bharti Airtel and Maruti Suzuki. Out of the total 200 respondents, as far as gender is concerned, 81.5 % i.e. 163
is Males and rest 18.5 % i.e. 37 is females. Now if we consider the age group, we have majority i.e. 42 % (84) of the respondents from
the age bracket 26 to 35 yrs. The next is below 26 yrs., where 23 % (46) and after that from 35 to 45 yrs.i.e. 21% (42). In the age
bracket 46 to 55 yrs., we just have 13.5% (27) and only 1 from above 55 yrs. Next in demographic profile is qualification of the
respondents, here 56.5 % (113) are graduates, Post graduate are 34 % i.e. 68, with professional diploma only 8.5 % i.e. 17 and the
remaining 2 respondents have any other qualification. If we consider the job level of the respondents, we have categorized them in
general terms which may vary as per the policies of the company. The majority of the respondents i.e. 59.5% (119) belong to middle
level, the next is 23.5% (47) are junior level, the senior level are 12.5% (25). The support staff is 4.5% i. e (9). The tenure of the
respondents in each of their respective companies, 33 % (66) respondents are having less than 2 yrs. of stay, close to it is 30.5% (61)
have between 2 to 5 yrs. tenure, from 5 to 10 yrs., 20.5 % (41) respondents. Only 10% (20) employees have 10 to 20 yrs. and 6% (12)
are pillars who have served for more than 20 yrs.
2.2. Descriptive Analysis
On the basis of the employee’s opinion on the major sources of awareness on the vision and mission of the company, the most
preferred is the organization website, where employees can anytime get the detailed information. The second preferred is at the time of
Induction training, where the HR trainers give brief overview of the future of the company. The third source being annual reports;
where every year’s annual reports are prepared and employees too can get to know the future of the company. The next preferred
response is Organization Premises, where on various prime locations – the management displays the vision and mission statement etc.
so that employees can notice it on regular basis. The fifth choice of employees is Professional meetings, where purposefully the
meetings are called to frame out future goals in order to achieve towards the vision of the company.
The responses of employees on the Vision & Mission (V&M), which is further divided into 5 components i.e.Formation (1), Content
(2), Communication (3), Implementation (4) and Contribution (5). The responses are represented in Likert scale on percentage (%)
varying from strongly agree to agree to ok to disagree to strongly disagree.
Figure 1: Graphical Presentation: Employee's Perception on Vision & Mission
The overall employee’s perception on Vision and Mission indicates that almost majority of the employees are satisfied with the Vision
and Mission of their companies. With regards to formation 43.5 % employees agree and 38 % strongly agree that top management,
board members and executives collectively formulate the vision and mission statement of the company. 49% employees agree and
26.5 strongly agree with the content of the statement being clear, appropriate and achievable through its current and future strategies.
As far as communication is involved 40% agree and 32 % strongly agree that, it is communicated to all the employees. Next is
implementation, here 46% agreed that a proper system is present to regulate the employees. 26.5% responses are Ok. Last one is the
contribution, here also, same as implementation 47% agree that vision and mission provides motivation to employees in fulfilling their
individual and collective tasks and 22.5% are Ok. This indicates that communication, implementation and contribution are having less
positive response as compared to formation and content.
2.3. Organizational Performance
In order to find out the Organizational Performance, we have included 7 components i.e. Product and Service Quality, Employee
Productivity, Employee Retention, Market share, Financial Consistency, Customer Satisfaction and Overall Organizational
Performance. The employee’s response on each of this performance parameter is collected ranging from very good, good, ok poor and
very poor.
VM1 VM2 VM3 VM4 VM5
SA 38 26.5 32 20.5 21.5
A43.5 49 40 46 47
OK 13.5 18.5 25 26.5 22.5
D4 4.5 2.5 6 8
SD 1 1.5 0.5 1 1
0
20
40
60
80
100
120
Percentage
The International Journal Of Business & Management (ISSN 2321–8916) www.theijbm.com
168 Vol 4 Issue 12 December, 2016
Figure 2: Employee's Perception on Organizational Performance
The overall employee’s perception on the organizational performance is categorized under various sub-heads as Organizational
Product/Service (OPS), Organization’s Employee Productivity (OEP), Organization’s Employee Retention (OER), Organization
Market Share (OM), Organization’s Financial Consistency(OF), Organization’s Customer Satisfaction (OC), Organization’s overall
Performance (OOP), which overall is found to be positive in all areas.
The first being OPS, where employee’s perception on product/service quality is 48.5% good and 28.5% very good. The next being
OEP, where the opinion on employee productivity says that 46% agree and 30% are ok. The third one is employee retention, 37% are
ok and 34% good, which indicates that employees feel, there are less efforts to retain the performers. Fourth is OM, here 48.5%
employees are good on the Market growth whereas 24% found it to be ok. As far as OF is concerned, 46.5% says the financial
consistency is good and 23.5% feel ok. The next one is customer satisfaction, here also 45 % says good and 27.5% feels ok. The last
one being OOP, here also 57.5% indicates good and 22% feels ok on the overall organization performance. All in all, employees feel
that product and service is comparatively better than the other factors. The lowest of all is employee retention.
2.4. Inferential Analysis
H0: There is no significant relationship between Vision & Mission and Organizational Performance.
H1: There is a significant relationship between Vision & Mission and Organizational Performance.
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .427
a
.183 .179 .41874
a. Predictors: (Constant), V& M - Mean
Table 2
ANOVA
a
Model Sum of Squares df Mean Square F Sig.
1
Regression 7.762 1 7.762 44.269 .000
b
Residual 34.717 198 .175
Total 42.480 199
a. Dependent Variable: OP – Mean
b. Predictors: (Constant), V& M - Mean
Table 3
Coefficients
a
Model Unstandardized Coefficients Standardized Coefficients t Sig.
B Std. Error Beta
1 (Constant) 2.162 .260 8.329 .000
V& M – Mean .452 .068 .427 6.653 .000
a. Dependent Variable OP - Mean
Table 4
OPS OEP OER OM OF OC OOP
VG 28.5 19.5 17 22 21.5 18.5 17
G48.5 46 34 48.5 46.5 45 57.5
OK 21 30 37 24 23.5 27.5 22
P2 4.5 11.5 5 7.5 9 3.5
VP 0 0 0.5 0.5 1 0 0
0
20
40
60
80
100
120
Percentage
The International Journal Of Business & Management (ISSN 2321–8916) www.theijbm.com
169 Vol 4 Issue 12 December, 2016
In this case, Vision and Mission is independent variable and Organizational Performance is dependent variable. From the table 4, t =
6.653 and significance value 0.000 which is less than 0.05 so null hypothesis Ha0 is rejected. It means the alternate hypothesis is
found to be true i.e. there is a significant relationship between Vision & Mission and Organizational Performance. The relationship
between these variables is positive and table 2 shows correlation is 0.427(r). Here 18.3% (r square) of variation in organizational
performance is explained by vision & mission. The difference between R square and adjusted r square is very less which depicts that
the sample size and choice of independent variable is appropriate. Table 3 shows significance value to be 0.000 which indicates that
there is relationship between independent and dependent variables.
From table 4 we can get the regression equation
For Sample, Organizational Performance = 2.162 + 0.452(Vision & Mission)
For Population, Organizational Performance = 0.427 (Vision & Mission)
Further when we analyze the five components involved in V&M which are formation, content, communication, implementation, and
contribution, we get detailed results as to which components significantly contribute in Organizational Performance.
S. No HR Variables Components Entered r r
2
Adjusted r
2
Constant
Unstdized
Beta
Stdized
Beta
Sign
a. V & M
Communication
Implementation Content 0.459 0.21 0.198 2.437
0.149
0.139
0.094
0.252
0.238
0.167
.00
.00
.012
Table 5
Here in table 5: Organizational Performance (OP) is dependent variable and Vision & Mission is Independent variable. The table
displays only significant influences out of the total components and the correlation between Vision & Mission and Organizational
Performance is 0.459(r). Here 21% (r
2
) of variation in organizational performance is the due to vision and mission. The difference
between r
2
and adjusted r
2
is less than 0.02 which indicates correlation between dependent and independent variables exists, sample
size is adequate and choice of individual components is appropriate. Organizational performance can be derived:
On the basis of this sample -
OP = 2.437 + 0.149 Communication (V&M) + 0.139 Implementation (V&M) + 0.094 Content (V&M)
On the basis of Population
OP = 0.252 Communication (V&M) + 0.238 Implementation (V&M) + 0.167 Content (V&M)
If there is a unit rise in Communication, the performance will increase by 0.25, similarly a unit rise in implementation will increase the
performance by 0.238 and a unit rise in content will increase the performance by 0.167.
3. Conclusion
In conclusion, we found that vision and mission has significant impact on the organizational Performance. The responses on the major
sources of awareness were organization website, induction training and annual reports. The employees’ opinion is mostly in favor of
formation of Vision and mission statement, where all most all agree with collective effort in the formulation of the vision and mission
statement. After this is the content, which responses indicate is clear, appropriate and achievable. An average degree of positive
correlation is found between vision and mission and organizational performance. The components which have significant contribution
are communication, implementation and content. With the help of these components, the regression equation was computed that helps
in future planning and decision making. Similar results are found by Baum et al. (1998) when he examined the effects of vision on the
performance of the organization. He also analyzed the process through which vision could affect organizational performance – vision
– communication and its effect on future growth. The suggestion given by Kelly (2000) states that: the process of communicating the
vision contributes to building a shared awareness of what is expected, thereby focusing energy, providing direction and affirming an
individual’s purpose and position in decision making. A shared vision can energize people by connecting them to the purpose of the
organization and see how their efforts contribute the larger picture, if it is properly developed and implemented, vision can affect the
premises that helps can organization achieve long run success.
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to Venture Growth in EntrepreneurialFirms. Journal of Applied Psychology, 83(1), pp. 43- 54.
iv. Beaver, W. (1966), “Financial ratios as predictors of failures”, in supplement to Journal of Accounting Research, January, pp.
71-111.
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vi. Chakravarthy, B.S. (1982), “Adaptation: a promising metaphor for strategic management”, Academy of Management
Review, pp. 735-44.
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220) ‫الوحدات‬ ‫ومسؤولي‬ ‫الشعب‬ ‫ومديري‬ ‫األقسام‬ ‫ورؤساء‬ ‫بـ(مديري‬ ‫متمثلة‬ ‫قصدي‬ ‫بشكل‬ ً ‫مستجيبا‬ ‫المديرية‬ ‫في‬ ‫وتمثلت‬ ،) ‫تصف‬ ‫التي‬ ‫الفكرية‬ ‫التساؤالت‬ ‫في‬ ‫البحث‬ ‫مشكلة‬ (‫فيه‬ ‫تتكامل‬ ً ‫واقعا‬ ‫سلوكيات‬ ‫االستباقية‬ ‫العمل‬ ‫والريادة‬ ‫االستراتيجية)‬ ‫من‬ ‫كان‬ ‫"هل‬ ‫أبرزها‬ ‫ي‬ ‫ؤثر‬ ‫االستباقية‬ ‫العمل‬ ‫سلوكيات‬ ‫تبني‬ ‫في‬ ‫تحقيق‬ ‫الريادة‬ ‫االستراتيجية‬ " ‫الخدمات‬ ‫جودة‬ ‫ضعف‬ ‫في‬ ‫البحث‬ ‫مشكلة‬ ‫تجلت‬ ‫اذ‬ ‫ا‬ ‫إلنجاز‬ ‫االلكترونية‬ ‫االشارة‬ ‫على‬ ‫واعتمادها‬ ‫المجتمع‬ ‫ألفراد‬ ‫المقدمة‬ ‫او‬ ‫لألفراد‬ ‫اليومية‬ ‫الخدمات‬ ‫بتقديم‬ ‫الخاصة‬ ‫المهام‬ ‫غلب‬ ‫سواء‬ ‫حد‬ ‫على‬ ‫المؤسسات‬ ‫القطاع‬ ‫في‬ ‫طبقت‬ ‫انها‬ ‫في‬ ‫الميدانية‬ ‫البحث‬ ‫أهمية‬ ‫وتجلت‬ ، ‫الخدمي‬ ‫النشاط‬ ‫يؤدي‬ ‫والذي‬ ‫االمني‬ ‫الحكومي‬ ، ‫الجوانب‬ ‫على‬ ‫تأثير‬ ‫من‬ ‫له‬ ‫لما‬ ‫المهمة‬ ‫القطاعات‬ ‫من‬ ‫يعد‬ ‫والذي‬ ‫االمنية‬ ‫البلد‬ ‫في‬ ‫واالجتماعية‬. ‫وقد‬ ‫من‬ ‫بمجموعة‬ ‫االستعانة‬ ‫تمت‬ ‫ارتباط‬ ‫معامل‬ ‫اهمها‬ ‫من‬ ‫االحصائية‬ ‫االساليب‬ (Pearson) ‫ب‬ ‫استخدام‬ (SPSS V.23) ‫باستخدام‬ ‫الهيكلية‬ ‫المعادلة‬ ‫ونمذجة‬ (Amos V.20) ‫وان‬ ‫البحث،‬ ‫متغيرات‬ ‫عن‬ ‫العينة‬ ‫افراد‬ ‫لدى‬ ‫ادراك‬ ‫وجود‬ ‫منها‬ ‫االستنتاجات‬ ‫من‬ ‫لمجموعة‬ ‫البحث‬ ‫توصل‬ ‫وقد‬. ‫سلوكيات‬ ‫تبني‬ ‫العمل‬ ‫االستباقية‬ ‫ستحقق‬ ‫الريادة‬ ‫في‬ ‫االستراتيجية‬ ‫المديرية‬ ‫تعزيز‬ ‫ضرورة‬ ‫منها‬ ‫توصيات‬ ‫بجملة‬ ‫البحث‬ ‫اوصى‬ ‫وقد‬ ‫البحث.‬ ‫مجتمع‬ ‫االستباقية‬ ‫السلوكيات‬ ‫لدعم‬ ‫فيه‬ ‫والمقيمين‬ ‫العراقي‬ ‫المجتمع‬ ‫ألفراد‬ ‫الخدمات‬ ‫تقديم‬ ‫في‬ ‫التميز‬ ‫بوصفها‬ ‫اساسية‬ ‫سمة‬ ‫أل‬ ‫ستدامة‬ ‫ريادية‬ ‫المديرية‬ ‫استرا‬ ‫البحث‬ ‫مجتمع‬. ً ‫تيجيا‬ ‫المفتاحية‬ ‫الكلمات‬ : ‫االستباقية‬ ‫العمل‬ ‫سلوكيات‬ ، ‫الريادة‬ ‫االستراتيجية،‬ ‫واالقامة‬ ‫والجوازات‬ ‫المدنية‬ ‫االحوال‬ ‫مديرية‬. Abstract Research aim to test effect of adopting proactive work behaviors in achieving strategic entrepreneurship. As research was applied in Directorate of Civil Status, Passports and Residence to test research hypotheses through a questionnaire prepared for this purpose. Research sample included (220) respondents intentionally, represented by (directors, heads of departments, directors of divisions, and unit officials in the directorate), research problem was represented in intellectual questions that describe a reality in which (proactive work behaviors and strategic entrepreneurship) are integrated, the most prominent of which was "Does the adoption of proactive work behaviors affect achievement of strategic entrepreneurship". The research problem was manifested in the poor quality of services provided to members of society and its reliance on the electronic signal to accomplish most of the tasks of providing daily services to individuals or institutions alike. Importance of field research was evident in that it was applied in government security sector, which performs service security activity, which is one of important sectors because of its impact on the security and social aspects of the country. A set of statistical methods were used, the most important of which is the Pearson correlation coefficient by using (SPSS V.23) and structural equation modeling by using (Amos V.20). Research reached a set of conclusions, including presence of awareness among sample members about research variables, and that adoption of proactive work behaviors will achieve strategic entrepreneurship in directorate of research community. Research
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220) ‫الوحدات‬ ‫ومسؤولي‬ ‫الشعب‬ ‫ومديري‬ ‫األقسام‬ ‫ورؤساء‬ ‫بـ(مديري‬ ‫متمثلة‬ ‫قصدي‬ ‫بشكل‬ ً ‫مستجيبا‬ ‫المديرية‬ ‫في‬ ‫وتمثلت‬ ،) ‫تصف‬ ‫التي‬ ‫الفكرية‬ ‫التساؤالت‬ ‫في‬ ‫البحث‬ ‫مشكلة‬ (‫فيه‬ ‫تتكامل‬ ً ‫واقعا‬ ‫سلوكيات‬ ‫االستباقية‬ ‫العمل‬ ‫والريادة‬ ‫االستراتيجية)‬ ‫من‬ ‫كان‬ ‫"هل‬ ‫أبرزها‬ ‫ي‬ ‫ؤثر‬ ‫االستباقية‬ ‫العمل‬ ‫سلوكيات‬ ‫تبني‬ ‫في‬ ‫تحقيق‬ ‫الريادة‬ ‫االستراتيجية‬ " ‫الخدمات‬ ‫جودة‬ ‫ضعف‬ ‫في‬ ‫البحث‬ ‫مشكلة‬ ‫تجلت‬ ‫اذ‬ ‫ا‬ ‫إلنجاز‬ ‫االلكترونية‬ ‫االشارة‬ ‫على‬ ‫واعتمادها‬ ‫المجتمع‬ ‫ألفراد‬ ‫المقدمة‬ ‫او‬ ‫لألفراد‬ ‫اليومية‬ ‫الخدمات‬ ‫بتقديم‬ ‫الخاصة‬ ‫المهام‬ ‫غلب‬ ‫سواء‬ ‫حد‬ ‫على‬ ‫المؤسسات‬ ‫القطاع‬ ‫في‬ ‫طبقت‬ ‫انها‬ ‫في‬ ‫الميدانية‬ ‫البحث‬ ‫أهمية‬ ‫وتجلت‬ ، ‫الخدمي‬ ‫النشاط‬ ‫يؤدي‬ ‫والذي‬ ‫االمني‬ ‫الحكومي‬ ، ‫الجوانب‬ ‫على‬ ‫تأثير‬ ‫من‬ ‫له‬ ‫لما‬ ‫المهمة‬ ‫القطاعات‬ ‫من‬ ‫يعد‬ ‫والذي‬ ‫االمنية‬ ‫البلد‬ ‫في‬ ‫واالجتماعية‬. ‫وقد‬ ‫من‬ ‫بمجموعة‬ ‫االستعانة‬ ‫تمت‬ ‫ارتباط‬ ‫معامل‬ ‫اهمها‬ ‫من‬ ‫االحصائية‬ ‫االساليب‬ (Pearson) ‫ب‬ ‫استخدام‬ (SPSS V.23) ‫باستخدام‬ ‫الهيكلية‬ ‫المعادلة‬ ‫ونمذجة‬ (Amos V.20) ‫وان‬ ‫البحث،‬ ‫متغيرات‬ ‫عن‬ ‫العينة‬ ‫افراد‬ ‫لدى‬ ‫ادراك‬ ‫وجود‬ ‫منها‬ ‫االستنتاجات‬ ‫من‬ ‫لمجموعة‬ ‫البحث‬ ‫توصل‬ ‫وقد‬. ‫سلوكيات‬ ‫تبني‬ ‫العمل‬ ‫االستباقية‬ ‫ستحقق‬ ‫الريادة‬ ‫في‬ ‫االستراتيجية‬ ‫المديرية‬ ‫تعزيز‬ ‫ضرورة‬ ‫منها‬ ‫توصيات‬ ‫بجملة‬ ‫البحث‬ ‫اوصى‬ ‫وقد‬ ‫البحث.‬ ‫مجتمع‬ ‫االستباقية‬ ‫السلوكيات‬ ‫لدعم‬ ‫فيه‬ ‫والمقيمين‬ ‫العراقي‬ ‫المجتمع‬ ‫ألفراد‬ ‫الخدمات‬ ‫تقديم‬ ‫في‬ ‫التميز‬ ‫بوصفها‬ ‫اساسية‬ ‫سمة‬ ‫أل‬ ‫ستدامة‬ ‫ريادية‬ ‫المديرية‬ ‫استرا‬ ‫البحث‬ ‫مجتمع‬. ً ‫تيجيا‬ ‫المفتاحية‬ ‫الكلمات‬ : ‫االستباقية‬ ‫العمل‬ ‫سلوكيات‬ ، ‫الريادة‬ ‫االستراتيجية،‬ ‫واالقامة‬ ‫والجوازات‬ ‫المدنية‬ ‫االحوال‬ ‫مديرية‬. Abstract Research aim to test effect of adopting proactive work behaviors in achieving strategic entrepreneurship. As research was applied in Directorate of Civil Status, Passports and Residence to test research hypotheses through a questionnaire prepared for this purpose. Research sample included (220) respondents intentionally, represented by (directors, heads of departments, directors of divisions, and unit officials in the directorate), research problem was represented in intellectual questions that describe a reality in which (proactive work behaviors and strategic entrepreneurship) are integrated, the most prominent of which was "Does the adoption of proactive work behaviors affect achievement of strategic entrepreneurship". The research problem was manifested in the poor quality of services provided to members of society and its reliance on the electronic signal to accomplish most of the tasks of providing daily services to individuals or institutions alike. Importance of field research was evident in that it was applied in government security sector, which performs service security activity, which is one of important sectors because of its impact on the security and social aspects of the country. A set of statistical methods were used, the most important of which is the Pearson correlation coefficient by using (SPSS V.23) and structural equation modeling by using (Amos V.20). Research reached a set of conclusions, including presence of awareness among sample members about research variables, and that adoption of proactive work behaviors will achieve strategic entrepreneurship in directorate of research community. Research
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Full-text available
Research aim to test effect of adopting proactive work behaviors in achieving strategic entrepreneurship. As research was applied in Directorate of Civil Status, Passports and Residence to test research hypotheses through a questionnaire prepared for this purpose. Research sample included (220) respondents intentionally, represented by (directors, heads of departments, directors of divisions, and unit officials in the directorate), research problem was represented in intellectual questions that describe a reality in which (proactive work behaviors and strategic entrepreneurship) are integrated, the most prominent of which was "Does the adoption of proactive work behaviors affect achievement of strategic entrepreneurship". The research problem was manifested in the poor quality of services provided to members of society and its reliance on the electronic signal to accomplish most of the tasks of providing daily services to individuals or institutions alike. Importance of field research was evident in that it was applied in government security sector, which performs service security activity, which is one of important sectors because of its impact on the security and social aspects of the country. A set of statistical methods were used, the most important of which is the Pearson correlation coefficient by using (SPSS V.23) and structural equation modeling by using (Amos V.20). Research reached a set of conclusions, including presence of awareness among sample members about research variables, and that adoption of proactive work behaviors will achieve strategic entrepreneurship in directorate of research community. Research recommended a number of recommendations, including need to strengthen proactive behaviors to support excellence in providing services to members of Iraqi society and its residents, as an essential feature for sustainability of entrepreneurship of the Directorate, research community strategically.
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Technological changes impacts changes in behavior and work systems carried out by the organization. The company's investment in new technology should be able to increase revenue, but PT XYZ's revenue growth tends to be stagnant. Therefore, the central management designs an assessment measure that could be used to evaluate a unit's performance. This study aimed to analyze the differences in the international roaming unit's performance due to technological changes using the learning & development, customers, internal business processes, and financial approach. Also, it aimed to initiate recommendations to improve the performance of international roaming units due to technological changes. The data used were secondary data from internal companies, while the methods used were descriptive, Balanced Scorecard (BSC), and paired test. The result obtained was that security criteria had a real difference in the impact of technology adoption on the learning & development indicator. There were significant differences in the business process indicator due to technological change. There was no significant difference in the impact of technology adoption in terms of the customer and financial indicators. The international roaming unit needs to optimize technology adoption further. Keywords: balanced scorecard, organinternational roaming, technology adoption, performance, paired test
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Assistant Professor of Finance, New York University. The author acknowledges the helpful suggestions and comments of Keith V. Smith, Edward F. Renshaw, Lawrence S. Ritter and the Journal' reviewer. The research was conducted while under a Regents Fellowship at the University of California, Los Angeles.