The impact of organizational storytelling on organizational performance within Jordanian telecommunication sector

2020 ◽  
Vol 32 (5) ◽  
pp. 335-361
Author(s):  
Naser Khdour ◽  
Ra'ed Masa'deh ◽  
Atef Al-Raoush
Keyword(s):  
Organizational Learning ◽  
Change Management ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Middle Eastern ◽  
Training And Development ◽  
Telecommunication Sector ◽  
Content Type ◽  
Organizational Storytelling ◽  
The Impact

Purpose This study aims to assess the impact of organizational storytelling on organizational performance by undertaking telecommunication companies located in the Middle Eastern nation of Jordan. Design/methodology/approach A quantitative design has been adopted to identify the impact of organizational storytelling on organizational performance, recruiting 460 employees at managerial levels from three telecom companies (Umniah, Zain and Orange). A step-wise regression analysis has been applied to analyze the data collected using a close-ended structured questionnaire. Findings A total of 284 male and 176 female employees took part in the study. The study has found a positive and significant impact of organizational learning, change management, corporate culture, training and development and leadership and indicated that these determinants positively related to organizational performance. Findings showed a positive and significant impact of organizational storytelling on organizational performance based on its components. Practical implications This study has contributed to identifying the impact of organizational storytelling on organizational performance in the telecommunication sector in Jordan. Originality/value This study is among the few to analyses the impact of organizational storytelling based on training and development, change management, corporate culture, organizational learning and development and leadership on the organizational performance of telecom companies in Jordan.

Organizational Learning and Continuous Quality Improvement: Examining the Impact on Nursing Home Performance

2002 ◽  
Vol 15 (2) ◽  
pp. 17-23 ◽  
Author(s):  
Kent V. Rondeau ◽  
Terry H. Wagar
Keyword(s):  
Quality Improvement ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Continuous Quality Improvement ◽  
Successful Implementation ◽  
Total Quality ◽  
Term Care ◽  
Continuous Quality ◽  
The Impact

Interest is growing in learning more about the ability of total quality management and continuous quality improvement (TQM/CQI) initiatives to contribute to the performance of healthcare organizations. A major factor in the successful implementation of TQM/CQI is the seminal contribution of an organization's culture. Many implementation efforts have not succeeded because of a corporate culture that failed to stress broader organizational learning. This may help to explain why some TQM/CQI programs have been unsuccessful in improving healthcare organization performance. Organizational performance variables and organizational learning orientation were assessed in a sample of 181 Canadian long-term care organizations that had implemented a formal TQM/CQI program. Categorical regression analysis shows that, in the absence of a strong corporate culture that stresses organizational learning and employee development, few performance enhancements are reported. The results of the assessment suggest that a TQM/CQI program without the backing of a strong organizational learning culture may be insufficient to achieve augmented organizational performance.

Strategic factors and significance of organizational innovation and organizational learning in organizational performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Bahadur Ali Soomro ◽  
Shahnawaz Mangi ◽  
Naimatullah Shah
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Organizational Innovation ◽  
Shared Vision ◽  
Organizational Capabilities ◽  
Equation Modeling ◽  
Content Type ◽  
Strategic Factors ◽  
The Impact

PurposeThe study investigates the experience and significance of strategic factors in organizational innovation (OI) and organizational learning (OL). The study also examines the impact of OI and OL on organizational performance.Design/methodology/approachThe study takes a quantitative approach, with cross-sectional data collected to achieve its purpose. The respondents are CEOs of different organizations. The data collection tool, a survey questionnaire, is applied to a random sample. In total, data from 360 usable cases are analyzed to infer the results.FindingsAfter employing structural equation modeling (SEM), the study findings reveal the positive and significant impact of strategic factors on OI and OL, with these factors comprising personal mastery, transformational leadership, a shared vision, proactivity, and the environment. Furthermore, OI and OL have a positive and significant impact on organizational performance.Practical implicationsThe study's findings may reinforce knowledge of the different strategic factors/capabilities needed to attain a satisfactory level of organizational capabilities and, consequently, may increase organizational performance and encourage entrepreneurship. An investigation of these factors may impart benefits to an organization, such as becoming more innovative or providing a boost to learning. Managers of organizations may generate circumstances to make it easier to achieve the growth of these strategic factors/capabilities.Originality/valueThe study's findings may help to develop a better understanding of strategic factors, OI, OL, and organizational performance, particularly in a developing country context.

Employee involvement in decision-making: the more the better?

2019 ◽  
Vol 40 (4) ◽  
pp. 768-782 ◽  
Author(s):  
Xiaowen Tian ◽  
Xiaoxuan Zhai
Keyword(s):  
Decision Making ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Structural Equation ◽  
Positive Relationship ◽  
Employee Involvement ◽  
Negative Relationship ◽  
Collective Learning ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to relate participative decision-making (PDM) to organizational learning, and examine the impact of PDM on organizational performance. Design/methodology/approach The paper integrates the resource-based theory with organizational learning theory to develop a framework, and distinguishes PDM in which decisions are jointly made by employees and managers from employee decision-making (EDM) in which decisions are completely in the hands of employees. The paper incorporates an augmented Cobb–Douglass production function into a structural equation model to estimate the performance impact of PDM and EDM. Findings The paper tests the framework against firm-level data form China, and finds that PDM provides an opportunity for collective learning, and has a positive relationship with productivity-based profit gains; the positive relationship is stronger in firms whose management has greater accumulated knowledge and experience; EDM fails to provide an opportunity for collective learning, and has a negative relationship with productivity-based profit gains. Originality/value Prior research focused on the role of PDM in enhancing the motivation and performance of individual employees, considered the degree of employee involvement as a continuum with the highest being decision-making “completely in the hands of employees,” and concluded that the more involved are employees in decision-making the better. This paper relates PDM to organizational performance, and challenges this conventional view from an organizational learning perspective.

The impact of best HRM practices on performance – identifying enabling factors

2014 ◽  
Vol 36 (5) ◽  
pp. 535-561 ◽  
Author(s):  
Georgios N. Theriou ◽  
Prodromos Chatzoglou
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Manufacturing Firms ◽  
Organizational Capabilities ◽  
Enabling Factors ◽  
Learning Capability ◽  
Content Type ◽  
Hrm Practices ◽  
Final Sample ◽  
The Impact

Purpose – The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance. Design/methodology/approach – To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires. Findings – Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC. Research limitations/implications – Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions. Practical implications – HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance. Originality/value – This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

Enhancing Leadership Training Through an Experiential Approach: An Online Model for the 21st Century

2021 ◽  
pp. 104515952110124
Author(s):  
Anita Samuel ◽  
Steven J. Durning
Keyword(s):  
Adult Learners ◽  
Organizational Performance ◽  
Corporate Culture ◽  
Leadership Training ◽  
Health Care Professionals ◽  
Training And Development ◽  
Experiential Approach ◽  
Leadership Experiences ◽  
Expert Coaching ◽  
Theories Of Leadership

Billions of dollars are spent annually on leadership training and development courses. Unfortunately, this training, both at organizational and university levels, does not appear to consistently result in significant adult learning or better organizational performance. These programs tend to focus on the theories of leadership within closed classroom environments and sometimes present case studies to encourage application of knowledge. The content is typically dissociated from both context and leadership experiences and a “one size fits all” approach is adopted. This approach does not account for the corporate culture that is unique to every organization, even every department. In this innovation in practice article, we present a leadership practicum course tailored for adult learners that provides an experiential approach to leadership training enhanced by expert coaching. Initial results indicate that health care professionals appreciate the ability to transfer theory to practice and the feedback they receive from expert coaches. We present the practicum course and provide two cases to explicate the process; we share initial findings from the course and end with our next steps.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

Sustaining corporate culture in a world of hybrid work

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Buell Hirsch
Keyword(s):  
Corporate Culture ◽  
Current Literature ◽  
Design Methodology ◽  
White Collar ◽  
Subjective Assessment ◽  
Social Implications ◽  
Content Type ◽  
The Subject ◽  
The Impact ◽  
Practical Implications

Purpose This paper aims to examine the challenges to sustaining corporate culture in a world of hybrid working. Design/methodology/approach This paper is a review of current literature on the impact of remote and hybrid working on white-collar employees. Findings There is little consensus on whether remote/hybrid working will harm or strengthen corporate culture. Research limitations/implications The viewpoint is a subjective assessment of a limited number of articles on the subject Practical implications It is not entirely clear how those responsible for corporate culture can act on the findings. Social implications In a world in which corporations are experiencing a shortage of talent, how they handle corporate culture will be increasingly important. Originality/value While much has been written on the impact of remote working, this viewpoint takes the original view that strong corporate cultures rely more on the attitudes and actions of individual employees that company programs or initiatives.

The moderating effect of culture on the relationship between accountability and professional scepticism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Medhat Endrawes ◽  
Shane Leong ◽  
Kenan M. Matawie
Keyword(s):  
Cultural Values ◽  
Design Methodology ◽  
Middle Eastern ◽  
Cognitive Effort ◽  
Planning Stage ◽  
Content Type ◽  
Big 4 ◽  
Prior Literature ◽  
The Impact ◽  
The Relationship

Purpose This study aims to examine whether accountability and culture have an impact on auditors’ professional scepticism. It also examines whether culture moderates the effect of accountability on auditors’ professional scepticism. Design/methodology/approach Three of the Big 4 firms in Australia and Egypt participated in an audit judgement experiment, which required them to indicate their beliefs about the risk of fraud and error at the planning stage of a hypothetical audit and evaluate the truthfulness of explanations provided by the client management. The authors examined whether their professional scepticism was influenced by accountability. Findings The results indicate professional scepticism differs significantly between cultures in some situations. The fact that culture influences scepticism suggests that even when auditors use the same standards (such as ISA 240 and ISA 600), they are likely to be applied inconsistently, even within the same firm. The authors, therefore, recommend that international bodies issue additional guidance on cultural values and consider these cultural differences when designing or adopting auditing standards. Originality/value To the best of the authors’ knowledge, this is the first study that examines whether culture moderates the impact of accountability on auditors’ professional scepticism using Egyptian and Australian (Middle Eastern and Western) auditors. Prior literature suggests that individuals subject to accountability pressure increase their cognitive effort and vigilance to detect fraud and error. As the authors find evidence that culture moderates accountability pressure and as accountability affects scepticism, they add to the literature suggesting that culture can influence professional scepticism.

In search of virtuous learning circles: absorptive capacity and its antecedents in the education sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Regina Lenart-Gansiniec ◽  
Wojciech Czakon ◽  
Massimiliano Matteo Pellegrini
Keyword(s):  
Organizational Learning ◽  
Prior Knowledge ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Knowledge Flows ◽  
Measurement Scale ◽  
Structured Interviews ◽  
Measurement Scales ◽  
Content Type ◽  
The Impact

Purpose This study aims to identify context-specific antecedents to schools’ absorptive capacity (AC) and to show how those can enact “a virtuous learning circle.” Design/methodology/approach The study uses a mixed method: an exploration based on semi-structured interviews with educational experts; the development of a measurement scale and a partial least squares structural equation modelling to test the impact of the antecedents. Findings The results yielded four empirically-grounded antecedents and their measurement scales, namely, prior knowledge, employees’ skills, educational projects and interactions with the environment (Studies one and two). All antecedents are significantly and positively related to AC processes (study three). Using the organizational learning theory perspective, the results have been interpreted as an AC “virtuous learning circle.” Practical implications With increasing pressures to adapt, a case of which was the COVID-19 pandemic, schools can greatly benefit from absorbing knowledge flows. This suggests the construction a favourable environment for AC. To this end, the individual (employees’ prior knowledge and skills), organizational (educational projects) and institutional level of managerial action (interactions with the environment) can be effective when create a recursive organizational learning circle. In addition, this study offers an expert-validated measurement scale for self-assessment of a school’s specific contingencies, and thus, for planning of punctual interventions to develop AC. Originality/value This study advances the existing body of knowledge management in the educational context by rigorously identifying and validating a scale for measuring the antecedents of AC and developing an interpretive approach to the AC “virtuous circle.”

The prisoner’s dilemma in the workplace: how cooperative behavior of managers influence organizational performance and stress

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Josef Spurný ◽  
Ivan Kopeček ◽  
Radek Ošlejšek ◽  
Jaromír Plhák ◽  
Francesco Caputo
Keyword(s):  
Organizational Performance ◽  
Stress Resistance ◽  
Prisoner's Dilemma ◽  
Organizational Context ◽  
Cooperative Behavior ◽  
Prisoner’S Dilemma ◽  
Working Environment ◽  
Content Type ◽  
Stress Levels ◽  
The Impact

Purpose The aim of the paper is to analyze the impact of cooperativeness of managers who occupy central positions in interaction networks on the performance and stress levels of a whole organization. Design/methodology/approach To explore this relationship, a multi-parameter agent-based model is proposed which implements the prisoner’s dilemma game approach on a scale-free network in the NetLogo environment. A description of the socioeconomic aspects and the key concepts implemented in the model is provided. Stability and correctness have been tested through a series of validation experiments, including sensitivity analysis. The source code is available for further exploration and testing. Findings The simulations revealed that improving the stress resistance of all employees moderately increases organizational performance. Analyzing managers’ roles showed that increasing only the stress resistance of managers does not account for significantly higher overall performance. However, a substantial increase in organizational performance and a decrease in stress levels are achieved when managers are unconditionally cooperative. This effect is stronger for the lowered stress resistance of employees. Therefore, the willingness of managers to cooperate under all circumstances can be a key factor in achieving better performance and building a more pleasant, stress-free working environment. Originality/value This paper aims to present a model for analyzing cooperation, specifically in the organizational context, extending the prisoner’s dilemma with novel concepts and mechanisms. Although the results confirm the existing theories about the importance of central nodes in complex networks, they also provide further details on how the cooperative behavior of central nodes (i.e. the managers) might benefit the organization.

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