Leadership and Industry 4.0 As A Tool to Enhance Organization Performance: Direct and Indirect Role of Job Satisfaction, Competitive Advantage and Business Sustainability

2020 ◽  
pp. 233-257
Author(s):  
Kittisak Jermsittiparsert
Keyword(s):  
Job Satisfaction ◽  
Competitive Advantage ◽  
Industry 4.0 ◽  
Organization Performance ◽  
Business Sustainability

scholarly journals The influence of leadership styles on employees' job satisfaction in public sector organizations in Indonesia

2021 ◽  
pp. 1393-1398 ◽  
Author(s):  
Jonny Holbert ◽  
R. Madhakomala ◽  
Saparuddin Saparuddin ◽  
Elkana Timotius
Keyword(s):  
Job Satisfaction ◽  
Regression Analysis ◽  
Public Sector ◽  
Competitive Advantage ◽  
Leadership Styles ◽  
Employee Satisfaction ◽  
Public Organization ◽  
Organization Performance ◽  
Public Sector Organizations

A good performance potentially creates competitive advantage for any organization. Performance is determined by the role of leaders who influence all members of organizations through clear directions. Likewise, employee satisfaction in improving the performance of an organization also depends on the leader. This study investigates the role of leadership and job satisfaction on employee’s performance. Sample of this research includes 160 employees in a public organization in Indonesia. They are analyzed by descriptive and inference statistics for the linearity and regression analysis. The results of the study show that leadership had a significant impact on employee’s performance and job satisfaction. They are recommended to be considered when performance needs to be improved.

scholarly journals THE EFFECT OF SPIRITUAL INTELLIGENCE TO INCREASE ORGANIZATION PERFORMANCE THROUGH WORKERS JOB SATISFACTION

2016 ◽  
Vol 14 (1) ◽  
pp. 1
Author(s):  
Florentina K Tehubijuluw
Keyword(s):  
Job Satisfaction ◽  
Structural Equation ◽  
Management Practices ◽  
Spiritual Intelligence ◽  
Future Research ◽  
Organization Performance ◽  
Business Units ◽  
Long Run ◽  
Method Model

<p>Spiritual intelligence enables people to live with the greater meaning and depth and to look for a meaning beyond the physical needs and a low-level life in their business. Spiritual intelligence will also assist the workers in achieving their happiness and satisfaction with their current jobs.In the long run, spiritual intelligence will help the organizations to achieve business objectives and allow the employees to flourish within the organization. The main objective of this study is to analyze the effect of worker’s spiritual intelligence to achieve organization performance using workers job satisfaction as mediating variable. This study is choosing some management practices in Indonesian biggest developer companies. Respondents in this research consist of workers in all business units owned by those developer companies. All the data is statistically analyzed using the Structural Equation Method model. Findings of this research indicate that there’s a positive effect between spiritual intelligence workers and job satisfaction. The study also proved that as long as the workers satisfied with their jobs, their productivity will increase and finally the organization performance will also improve. The future research should consider the importance role of the leader for organization performance by setting-up core value within organization. This study is the first, to the researcher’s knowledge, to see the effect of all dimensions of spiritual intelligence into workers job satisfaction and finally to improve organization performance.</p>

Organizational Climate and Strategic Leadership in Industry 4.0

2021 ◽  
pp. 201-216
Author(s):  
Semra Tetik ◽  
Bülent Akkaya
Keyword(s):  
Firm Performance ◽  
Competitive Advantage ◽  
Organizational Climate ◽  
Environmental Conditions ◽  
Industry 4.0 ◽  
Leadership Skills ◽  
Strategic Leadership ◽  
Strategic Leaders ◽  
The Relationship

Strategic leadership and organizational climate have been made more important by the Industry 4.0 revolution. Strategic leadership and organizational climate enable businesses to adapt easily to rapidly changing environmental conditions and innovations for sustainability. Therefore, the role of strategic leaders is important in creating an organizational climate to manage and implement strategic changes and also in the preparation and implementation of roadmap to design the future of the business in Industry 4. 0. This study aims to discuss the strategic leadership skills in creating the organizational climate in Industry 4.0. The authors found that there is a relationship between organizational climate and strategic leaders' skills in Industry 4.0. Understanding the relationship between the skills of strategic leaders and organizational climate is essential to uncovering the critical links to firm performance to get competitive advantage in Industry 4.0. Strategic leadership is a key interpreter of how climate of the organization links to the wider systems and requires leadership systems.

Industry 4.0 as the Last Industrial Revolution and Its Opportunities for Developing Countries

2021 ◽  
pp. 1113-1128
Author(s):  
Egemen Hopali ◽  
Özalp Vayvay
Keyword(s):  
Developing Countries ◽  
Competitive Advantage ◽  
Emerging Economies ◽  
Value Chain ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Business Partners ◽  
The World ◽  
New Perspective

In this chapter, better understanding of Industry 4.0 is presented by investigating the role of different technologies and business partners on success of Industry 4.0. Enablers for smart factory are discussed in detail, and how to match these enablers with value chain partners of Industry 4.0 are identified as a new perspective on Industry 4.0. Furthermore, the aim of this chapter is to present actions to be taken from the point of the emerging economies to sustain and increase competitive advantage by catching and implementing Industry 4.0. Consequently, Industry 4.0 can enable developing countries to get a bigger slice of the world manufacturing value chain.

Industry 4.0 as the Last Industrial Revolution and Its Opportunities for Developing Countries

2018 ◽  
pp. 65-80 ◽  
Author(s):  
Egemen Hopali ◽  
Özalp Vayvay
Keyword(s):  
Developing Countries ◽  
Competitive Advantage ◽  
Emerging Economies ◽  
Value Chain ◽  
Industry 4.0 ◽  
Industrial Revolution ◽  
Business Partners ◽  
The World ◽  
New Perspective

In this chapter, better understanding of Industry 4.0 is presented by investigating the role of different technologies and business partners on success of Industry 4.0. Enablers for smart factory are discussed in detail, and how to match these enablers with value chain partners of Industry 4.0 are identified as a new perspective on Industry 4.0. Furthermore, the aim of this chapter is to present actions to be taken from the point of the emerging economies to sustain and increase competitive advantage by catching and implementing Industry 4.0. Consequently, Industry 4.0 can enable developing countries to get a bigger slice of the world manufacturing value chain.

Organizational Culture and Organizational Performance

2019 ◽  
pp. 1378-1393
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Insurance Companies ◽  
Organization Performance ◽  
Organizational Cultures ◽  
Organizational Goals ◽  
Different Cultures

Organizational cultures can have varying impacts on organization performance. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. Different cultures operating in one company can also impact organization performance. Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This chapter aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies.

Organizational Culture and Organizational Performance

2018 ◽  
pp. 50-69
Author(s):  
Anas M. Bashayreh
Keyword(s):  
Organizational Culture ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Insurance Companies ◽  
Organization Performance ◽  
Organizational Cultures ◽  
Organizational Goals ◽  
Different Cultures

Organizational cultures can have varying impacts on organization performance. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. Different cultures operating in one company can also impact organization performance. Organizational culture is an important part to be considered by dynamic organizations in order to develop some competitive advantage to ensure enhanced organizational performance. This chapter aims to close the gap between understanding the role of organizational culture and the effect on organizational performance among the employees in insurance companies.

scholarly journals Pathways towards Sustainability in Organizations: Empirical Evidence on the Role of Green Human Resource Management Practices and Green Intellectual Capital

2020 ◽  
Vol 12 (8) ◽  
pp. 3228 ◽  
Author(s):  
Saqib Yaqoob Malik ◽  
Yukun Cao ◽  
Yasir Hayat Mughal ◽  
Ghulam Muhammad Kundi ◽  
Mudassir Hayat Mughal ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Intellectual Capital ◽  
Resource Based View ◽  
Business Sustainability ◽  
Green Human Resource Management ◽  
The Impact

According to the resource-based view (RBV), an organization can be viewed as a collection of human, physical and organizational resources. These resources are valuable and inimitable, and are the main source of sustainable competitive advantage and sustained higher performance. Green human resource management (GHRM) practices help organizations to obtaina competitive advantage and align business strategies with the environment. In the same way, increases in environmental awareness and strict implementation of international environmental regulations havea greater impact on business sustainability. Environmentalism and sustainability are becoming more of a concern for organizations. For this reason, green human resource managementpractices and green intellectual capital are the main elements of business sustainability. Based on the resource-based view and intellectual capital-based view theory, this study investigated the impact of GHRM practices and green intellectual capital on sustainability, using cross-sectional data. The results show that the two dimensions of GHRM practices (green recruitment and selection, and green rewards) and green intellectual capital (green human capital, green structural capital and green relational capital) have a positive effect on a firm’s sustainability. GHRM practices and green intellectual capital have a positive role in this model. Practitioners, scholars and academics all may take benefits from the findings of this study.Limited variables andemerging and developingeconomies were the scope of this study. Future studies could investigate and explore the impact of green HRM practices and the role of management and stakeholder pressureonnew areas of sustainability.

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