Identifying and Surviving the First Four Stages of Organizational Growth

Growing Pains ◽  
2015 ◽  
pp. 47-70
Keyword(s):  
Organizational Growth

scholarly journals A viability criterion for computer system development projects

1984 ◽  
Vol 15 (3) ◽  
pp. 144-149
Author(s):  
J. Mende
Keyword(s):  
Computer System ◽  
Cost Of Capital ◽  
System Development ◽  
Development Project ◽  
Development Projects ◽  
Organizational Growth ◽  
Net Worth ◽  
Development Costs ◽  
Processing Cost ◽  
Informational Value

A manager facing the decision whether to proceed with a proposed computer system development project needs to determine whether its benefits are worth more than its costs. This can be done by applying a simple mathematical formula to calculate the project's 'net worth', as the sum of the annual benefits obtainable during the system's life span, less its development costs. The formula recognizes that a system's annual benefit, comprising enhanced informational value plus reduction In data processing cost, will change as a result of obsolescence, cost of capital, organizational growth and learning.

Soviet Indologists and the Institute of Oriental Studies: Works on Contemporary India in the Soviet Union

1983 ◽  
Vol 42 (2) ◽  
pp. 323-343 ◽  
Author(s):  
Nisha Sahai-Achuthan
Keyword(s):  
Soviet Union ◽  
Academic Training ◽  
Organizational Growth ◽  
The Soviet Union ◽  
Soviet Ideology ◽  
Oriental Studies

In this article the author studies the main trends in the evolution of modern Soviet Indology in the context of developments in Soviet Oriental studies and examines the extent to which both these were conditioned in turn by shifts in Soviet ideology. The development of Soviet Indology is further examined within the context of the organizational growth of the Institute of Oriental Studies (IVAN) and the evolving expertise of Soviet Indologists on contemporary India (along with a study of patterns in the academic training of these scholars). The author thus investigates both the intellectual and organizational bases contributing to the growth of Soviet Indology in an integrated and interconnected manner.

scholarly journals Organizational Growth and Dynamic Changing

2013 ◽  
Vol 6 (3) ◽  
pp. 442-449
Author(s):  
Liu Gang ◽  
Apichanangkul Yingluck
Keyword(s):  
Organizational Growth

A collective organizational learning model for organizational development

2019 ◽  
Vol 40 (1) ◽  
pp. 107-123 ◽  
Author(s):  
Kung Wong Lau ◽  
Pui Yuen Lee ◽  
Yan Yi Chung
Keyword(s):  
Organizational Learning ◽  
Knowledge Transfer ◽  
Organizational Development ◽  
Learning Model ◽  
Learning Needs ◽  
Learning Models ◽  
Organizational Growth ◽  
Content Type ◽  
New Model ◽  
Business Environments

Purpose Organizational learning is traditionally structured with conventional in-house learning models aiming to equip employees with practical skills for operational needs. In contrast, contemporary goals emphasize unstructured organizational learning provided with learning environments to facilitate employees’ formal and informal knowledge creation. Therefore, the conventional organizational learning models are facing tremendous challenges, and it is crucial to change the traditional modes of practice into a new approach of collective learning and knowledge transfer. As well, the emergence of innovative business environments and tacit knowledge-based society urges a new form of organizational learning model to cope with employees’ learning, knowledge transfer and even knowledge management. The paper aims to discuss these issues. Design/methodology/approach In this study, the authors’ team applied a typological review for systematically analyzing current organizational learning models aiming to modify and create a new collective model. Findings The new model covers the strengths of existing approaches from which the fundamental 3Ps (i.e. principles, purposes and processes of organizational learning) concept is derived from incorporating a development perspective of organizational trajectories and technological innovations. Originality/value The authors envisage that the new model can facilitate organizations to assess and adapt their organizational learning needs and orientations by applying this organic and dynamic model which emphasizes assessment in relation to the competitive environment, technological trends and organizational growth.

scholarly journals Exploring Implicit and Explicit Attitudes of Employees’ Authentic Organizational Loyalty

2021 ◽  
Vol 12 ◽  
Author(s):  
Ji-Woong Hong ◽  
Ah Jeong Hong ◽  
Sang Rak Kim
Keyword(s):  
Implicit Association Test ◽  
Organizational Growth ◽  
Organizational Participation ◽  
Explicit Attitudes ◽  
Organizational Loyalty ◽  
Open Questions ◽  
Target Company ◽  
Implicit And Explicit ◽  
Implicit And Explicit Attitudes

The purpose of this study was to develop the OL-IAT (Organizational Loyalty – Implicit Association Test), an IAT tool that measures implicit attitudes toward organizational loyalty, and to verify its predictive validity. In total, 15 respondents were randomly selected from among the employees of P Company. The respondents were then asked open questions about the image they held of the target company. Based on their responses, a list of words was compiled for use on the OL-IAT. Evaluation categories, either like-dislike or positive-negative, were developed for this test based on the approach-avoidance words proposed by Ostafin and Palfai (2006). The OL-IAT was then administered to 127 employees of Company P, and self-reporting measures were also devised to measure explicit attitudes. A survey of whether the implicit attitude toward organizational loyalty was consistent with the explicit attitude showed that there was no significant correlation, and the attitude inconsistency was evident in the responses. When differences in rank were accounted for, organizational loyalty attitudes were consistent at the manager level, and organizational participation attitudes were consistent at the manager and general staff levels. This study will aid in the development of effective measures of organizational loyalty and accelerate interventions to increase it, which in turn will positively impact long-term organizational growth.

scholarly journals Analyzing Organizational Growth in Repeated Cross-Sectional Designs Using Multilevel Structural Equation Modeling

Methodology ◽  
2017 ◽  
Vol 13 (3) ◽  
pp. 83-97 ◽  
Author(s):  
Jan Hochweber ◽  
Johannes Hartig
Keyword(s):  
Structural Equation Modeling ◽  
Growth Curve ◽  
Cross Sections ◽  
Structural Equation ◽  
Organizational Level ◽  
Multilevel Structural Equation Modeling ◽  
Equation Modeling ◽  
Organizational Growth ◽  
Multilevel Structural Equation ◽  
Level Variable

Abstract. In repeated cross-sections of organizations, different individuals are sampled from the same set of organizations at each time point of measurement. As a result, common longitudinal data analysis methods (e.g., latent growth curve models) cannot be applied in the usual way. In this contribution, a multilevel structural equation modeling approach to analyze data from repeated cross-sections is presented. Results from a simulation study are reported which aimed at obtaining guidelines on appropriate sample sizes. We focused on a situation where linear growth occurs at the organizational level, and organizational growth is predicted by a single organizational level variable. The power to identify an effect of this organizational level variable was moderately to strongly positively related to number of measurement occasions, number of groups, group size, intraclass correlation, effect size, and growth curve reliability. The Type I error rate was close to the nominal alpha level under all conditions.

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